Page 353 - Crossing Cultural Boundaries - Cees den Teuling

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B5.
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by the KM analyst who should be able to elicit both missing and already available knowledge and to advice on the categories for each part and/or cluster of knowledge to be stored.
The existing knowledge and intangible assets are of value to the organisation. The process knowledge existing in the organisation, should be identified, evaluated and rated critically, in regard to employees, groups or communities, processes, structure and rituals.
Install a framework for the consistent documentation of the knowledge audit outcomes, which allows for comparison in the longer term. Concentrate on the lower scores and the recognised critical and weaker areas.
Be aware of the organisation’s carefully selected knowledge or k-spots provided by the knowledge audit outcomes. A preliminary pilot knowledge audit will identify processes and areas which are the most beneficial parts after the introduction or enlargement of KM and KT processes.
Design and assemble the Knowledge Management Team (KMT)
To develop a new or renewed KM system including KT processes, a knowledge
management team, organised effectively and efficiently, is the ultimate target. Setting the IT infrastructure and the receptive culture in the readiness mode, the upcoming stage is to encourage each of the employees to act and to behave as a manager of knowledge. Employees shouldn’t hesitate before they use, update, contribute, validate or apply within the organisation or external source. Following topics are to have in mind while a knowledge team design is in progress.
Invite and appoint only a few key stakeholders. Participants, the representatives of disciplines such as the top management, the IT department and last but not least, the group of end-users, as the internal clients, all appointed on a rather long-term basis. To deal with changing internal and external environments, they will be the core of the team. Other team members, with specific expertise can be invited on a temporarily ticket.
All departments, divisions teams and/or workgroups with specific demands for the beneficial implementation of the KM and KT system should be invited to design the requested KM architecture for their specific needs. Participants from the top management with an overall knowledge of the organisation and a clear
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