February 22, 2013
In a professional services context, the impact can be severe - the business and practitioners suffer from a lack of understanding of what the firm can do, what it has done before, and what it's capable of doing to help clients. Innovation and responsiveness are more difficult when you don't have that base to start from, and clients can be given a poor impression of an organisation's speed to market. In the worst cases, I've seen clients who know more about what the organisation is doing for them globally, than the account team knows themselves, because of poor knowledge sharing.
A strong core of KM best practice and tools, combined with a real understanding of the business you are supporting which facilitates a tailored approach to meet business needs. I'm a strong believer in engaging closely with the business to integrate knowledge and business strategy. People are at the heart of good KM, and people skills are essential for building relationships and engaging with stakeholders. It may be a cliche, but finding the right balance between people, tools and content is important, enabling your users to access knowledge in the way that suits them - by talking to someone, researching content respositories, or engaging through social media.
I don't have one
I'm a Global Knowledge Manager with EY, leading the Mining & Metals sector knowledge programme. Prior to this, I worked for PwC in a variety of KM and Marketing roles, having qualified in Information Management with a Masters degree in the UK