May 22, 2003



In the KMSI group

Well, KM is understood differently by different organizations, and
leads on to different deliverables.

For example, Buckman laboratories had a objective of increasing their
IP by doing KM ...Hughes had a different objective, and BP-Amoco had
different aims.

The key to KM success, in my humble opinion, is to set a objective
that is central to the organization and then build KM processes
around achieving that objective.

So if reducing time of proposals is the KM objective in the next 3-4
months then that objective if shared with all the employees would be
a measurable low-hanging fruit. Very often, if such an objective is
not shared then KM initiatives like creating yellow pages, and
sharing of documents etc are nice to do, but not percieved as
necessary.

Another point to keep in mind is that the objective if clashing with
the existing organizational culture would be a recipe for disaster.

So, if current performance reward systems are based on business units
achieving the target, and the KM objective is to share knowledge
across business units, then you can see which one will fail, unless
the reward system for latter are greater than that of the former.