May 7, 2012
Loss of IP internally. Staff bypassing poor systems exposing our IP. Repeating work already done in past. Increased risk of litigation from poor retention/findablity of legal documents. Increased risk of losses or litigation from poor decisions. Underuse of in house expertise. New starters, often new graduates, not able to work effectively. Reduced morale due to difficulty in doing a good job /greater staff turnover. Reduced efficiency.
It is essential to have both adequate tools and even more importantly, buy-in from senior management. KM needs to be ranked up there with safety and other corporate directives. But the management of the knowledge itself needs to be from the bottom up with staff taking ownership of their knowledge and whatever tools are used. Apply Occam’s razor to Tools and systems …they need to be as simple possible for both the user and administrator whilst providing the required functionality. KM needs to encompass the whole knowledge landscape in the organisation. The focus is often on records management, but any KM strategy needs to also capture and manage the hard to do stuff around the expertise in people’s heads and the unseen flows of knowledge around the organisation
Hi there. I work for the Technology and Innovation arm of Rio Tinto, based at our Bundoora facility next to La Trobe Uni. My role has quietly morphed from Librarian to KM specialist over the last decade.