Knowledge Management Team …Posted: September 24, 2009
There is a wonderful post by Dave Snowden discussing alternatives to CKO. I would put this post as one of those which is a must-read for anyone who has some interest in the realm of Knowledge Management. This is because the post gives a very clear picture of the way a KM team should be structured, and what should be some aspects of the role of a CKO in the organization.
I agree with Dave that with the current model, of having a CKO as being distinct from the “business units” or LoBs in the organization, KM is seen as being something which needs to be done by someone else. This is one of the reasons why KM initiatives in a lot of organizations face a scenario of low engagement with business units. Unless we can come up with a scenario where KM is not seen as being something has to be done by someone else, this seems as though it would continue. KM, in other words, needs to be the responsibility of everyone. However, an important part of this is that KM must be relevant. KM today is seen as a set of practices, and platforms which can be used by everyone in the organization uniformly. This is where i believe there must be a change. That different people in the organization need KM to solve different problems, that different people would engage with KM in different ways and scenarios, and that different people need different things from KM is something which needs to be understood well. If KM is something additional which needs to be “done”, probability is that it wont get “done”. Which means that KM needs to be more and more a part of the day-to-day work of people. In other words, we need to look at a scenario where KM practices are integrated with the business processes in the organization, as i have written before (and still looking for inptus, folks).
Another important thing that Dave says is that central support is a must-have, though it should not be the driving factor, but rather, the supporting the factor in KM initiatives. The way i look at it, the KM initiatives should be driven by the business units, with some form of support which comes from a centralized KM function, which can leverage their expertise at KM initiatives to support the KM initiatives being run by business units. This will ensure that the KM initiatives are synchronized with the business needs of the business unit, while at the same time, ensuring that the business units own the KM initiatives. A small example … When you are talking to a team to introduce the KM portal to them, are you able to introduce the portal as a KM portal, or as their portal, which, by the way, is hosted by KM, being the facilitator. What this means, i believe, is that the KM function in the organization should look at a form of a federated structure, with a central KM team, which are the facilitators, or rather, i would look at them as being consultants, who are also facilitators, supporting the KM initiatives decided and run by business units, with their own KM teams.
Dave also says that the role of the CKO should not be rotating role, with people from the different functions and business units taking up this role for a period of time. This would ensure that there is no drying up of new ideas to take KM to the next level, and also that the KM initiatives are synchronized with business needs. Another way, though, i feel, could be to create a clear distinction between the ownership for KM initiatives, and the facilitation for these KM initiatives. If the CKO should be someone from business units, then the career path for people who are part of the central KM team seems to lead to the bogs. On the other hand, if you have a dedicated, full-time CKO, and he happens to be a CKO 1.0 (please pardon the pun), then that, probably, is the surest way of taking your KM initiatives downhill. A large number of organizations, for example, have CKO’s who dont really appreciate the power of web 2.0 in knowledge-sharing, and this is a sure way of getting the KM initiatives going the way i mentioned before.
In a nutshell, KM should be a two-tiered structure, with a central, support team, and a business unit-owned team, which actually formulates, and drives the KM strategy, and the resultant initiatives. While on this topic, please look to the right of the screen, and right below the beautiful picture of the Victoria Memorial, please do take a moment and post your opinion on the poll i have posted (isnt this the season for KM team structure?).