Back to the ICKM conference sessions again, one of the presentations I attended was by Strategic Knowledge Solutions. The session revolved largely around processes for KM. A graph based on a study conducted by the organization indicated that most of the issues related to KM are actually to do with the processes rather than the culture or technology. That, to me, was an interesting take. Even though typical consulting organizations tend to focus on processes rather than the culture, I thought it was good to see them point to some fundamental business/HR processes that most organizations don’t even realize are related to KM.
I had to smile to myself when I saw that the top reason identified as a KM gap was Infrastructure. Fundamental, obvious and essential and yet a gap in some organizations. What it indicates, to my mind, is not that there is a lack of awareness when it comes to providing the necessary infrastructure but that there is no commitment to set-up the infrastructure, which obviously points to a more important underlying gap.
The other gaps that I personally found to be interesting in the list shared by Strategic Knowledge Solutions were: (The sentences in parenthesis are my additions)
1. Processes (There is no attempt to understand and address the knowledge intensive business or operational processes)
2. Succession Planning (This has been one of my pet peeves in terms of areas not addressed from the KM perspective by organizations)
3. No common operational picture (Interesting. Maybe not so achievable)
4. On-boarding (To my knowledge, quite a few organizations have been looking at this area)
5. Job Transitioning Continuity (I think this is another area that many organizations are catching up with)
If there are any other interesting processes that you think are obviously related to KM and need to be added to this list, please do share your experiences!