School of Information Systems

Knowledge Management Strategy and Planning

KM Strategy is a plan that describes how an organization will manage its information and knowledge better for the benefit of that organization and it’s stakeholders. A good KM strategy is closely aligned with the organization overall strategy and objectives.

A Good clear KM strategy can help to:

  1. Increase awareness and understanding of KM in your organization.
  2. Articulate the business case and identify potential benefits.
  3. Gain senior management commitment.
  4. Attract resources for implementation.
  5. Communicate good KM practice.
  6. Give a clear, communicable plan about where you are now, where you want to go. And how to plan to get there.
  7. Give you a basis against which to measure your progress.

Component of KM strategy is composed of the following components:

  1. An articulated business strategy and objectives (Products or services, target customers, preferred distribution, characterization of regularly environment).
  2. A Description of knowledge-based business issues (Need for collaboration, need to level performance variance, need for innovation)
  3. An inventory of available knowledge resources.
  4. An analysis of recommended knowledge leverage points that describes what can be done with the above identified knowledge and knowledge artifacts.

Strategic Planning

Strategic planning is difficult to do well. Some common words people associate with strategy are highlighted in the text box on the right. While there is no right answer, most people do would agree that strategy is the prioritized methodology for achieving the organization’s mission. It gives long-term coherence and direction to the organization’s actions and decisions.

Tactical Knowledge Management Best Practices:

  1. Knowledge Sharing

Perhaps the most important process in KM, it plays a determinant role for both knowledge reuse and knowledge creation. The factors below summarize the key considerations with the exception of cultural issues, which are discussed further down.

Explicit knowledge: Depends on articulation of needs, awareness of knowledge, access to knowledge, guidance in the knowledge sharing process, and completeness of the knowledge sources (Bukowitz & Williams 1999). IT systems and content management are extremely important in this process.

  1. Knowledge Reuse

Involves three roles, the knowledge producer, intermediary, and consumer. Two keys elements here are culture and cost – particularly relating to tacit knowledge (where some people things that indexing the sources is more important rather than the knowledge itself).

  1. Knowledge Creation

This process depends upon knowledge sharing (as defined above), collaboration, and access to relevant information and data. Cook and Brown (1999) suggest that knowledge creation is an interplay between knowledge and knowing, or in other words, putting knowledge into practice.

  1. Knowledge Acquisition

The firm can acquire knowledge externally from customers, suppliers, competitors, partners, and mergers. The role of KM varies in each process (as does the type of available knowledge), but at its core its function is to establish the right channels to transfer relevant knowledge from existing partnerships into the firm, and to integrate this knowledge as best as possible.

So, I Organization wants to implement knowledge management, The management must pay attention to the sources of knowledge that the Organization have, and also change the Organization as a sharing-habit environment.

Alif Denis Sutedi