How and why to embed KM processes into an organisation

and so on. These processes consist of a series of steps or activities, often shown diagrammatically as a flow chart, like the example shown. Generally an organisation will expect its staff to follow the process steps. So if KM is embedded as a set of activities, then the organisation will expect these to be followed. KM therefore becomes a programmed expectation.

Embedding KM into these processes means putting Knowledge Management-specific activities into that flowchart.

• You can start, by identifying where, within the business process, there is the greatest need for the team to acquire knowledge, and adding a “Knowledge Acquisition” step, such as Peer Assist, Lessons Review, Knowledge Site Visit, Collaborative work session, or a Knowledge Management Plan. There may be several such steps needed within the business process.

• You can look at where,  within the business process, there is the greatest need for the team to create new knowledge, and add a “Knowledge Creation” step, such as Deep Dive, Think Tank, or Business Driven Action Learning.

• Then you can look at where, within the business process, there is the greatest need for  the team to discuss and identify new knowledge acquired (for example through lesson learning. These will be steps which follow points where the greatest knowledge has been created, or the greatest learning acquired, and where you need to add a “Knowledge Capture” step. Some of these will capture knowledge for re-use by the same team, and may include small scale After Action Reviews. Some will capture knowledge and lessons for other teams, and may include Retrospect or the A3 process. Some may  include hand-over of knowledge to later stages in the project or product life-cycle, and may include Baton Passing or Knowledge handover. There may be several such steps needed within the business process.

• You can also look at the staff development/staff lifecycle process, and identify steps where the individual staff member may need to gain or share knowledge. These could include, in the early stages of a career, the assignment of a mentor, or joining a relevant community of practice, or in the later stages, a knowledge retention program, or assignment as a subject matter expert or domain expert.

That is your starting point – looking at the flow of knowledge into and out of the process. You may eventually add other steps where needed.

The important thing is to 1) find knowledge management processes which work in your context, and 2) make sure those KM process appear, as little boxes, within the existing business process flow charts that your organisation already uses.

That way, KM will be applied as part of normal business.