CHAPTER 1
Implementing knowledge management strategy in practice
Allie Lustigman Charles Taylor
1. Introduction
This chapter breaks down the practical steps for the successful implementation of the Knowledge Management (KM) strategy into three parts. After a review of current models for implementation, the first section focuses on how to effectively create a knowledge sharing culture. How much work needs to be done in this area is dependent on how embedded KM is within the organisation. For companies in which KM is a new direction or service, you will need measures to ensure that employees understand the concept of KM itself, as well as the strategy objectives. For all firms, however, there must be sufficient buy-in and incentives for the implementation to be successful. Many of the tools that you may need to employ are part of the principles of Change Management, and indeed, you may wish to appoint a Change Management consultant to assist with this. The second part of the chapter concerns the Knowledge Manager and his or her team, focusing on how to manage the logistics of implementation; the budgetary decisions; time management; resourcing; and tracking your progress. Put another way, these are part of a Project Management approach, and by undertaking these steps you will ensure your implementation goes smoothly, and can be replicated. The last section of the chapter will then take a more practical approach, as it delves into the importance of piloting a knowledge tool, and how this can assist in your overall implementation. Interspersed throughout the chapter are some case studies from different firms outlining the strategies they used to implement a knowledge tool or initiative, which should provide further practical examples for implementation.
This chapter assumes that the groundwork in planning and creating the KM strategy has been done, and in particular, that two important aspects have been carried out: a full audit of the firm's knowledge tools and capabilities, and a decision on the most appropriate initiatives to implement in the firm.
Every firm is different, with varying cultures and levels of enthusiasm concerning KM. Therefore, this chapter is largely from the perspective of a firm that is relatively new to the concept. Not all firms will need to utilise all of the techniques and ideas laid out in this chapter, but at a basic level, these are important approaches to get right for successful implementation.
2. Models for successful KM implementation
There have been many studies on the key success factors for implementing KM. These are worth reading and give some clear and sound implementation steps to follow. This chapter takes influence from, and incorporates many aspects of these models. In Chong and Choi, they list various steps:
From the analyses of the models, it was found that several studies have proposed several key variables for successful implementation of knowledge management. For example, Davenport et al. (1998) have identified eight knowledge management success factors such as (1) technology infrastructure; (2) organizational infrastructure; (3) balance of flexibility, evolution and ease-of-accessibility to knowledge; (4) shared knowledge; (5) knowledge-friendly culture; (6) motivated workers who develop, share and use knowledge; (7) means of knowledge transfer using various information technology infrastructure; and (8) senior management support and commitment. Ryan and Prybutok (2001) propose five success factors such as (1) an open organizational culture; (2) senior management leadership and commitment; (3) employee involvement; (4) teamwork and (5) information systems infrastructure. Perhaps the most comprehensive list of success factors has been presented by Moffett et al. (2003). Ten key components to successful knowledge management were identified: (1) a friendly organizational culture; (2) senior management leadership and commitment; (3) employee involvement; (4) employee training; (5) trustworthy teamwork; (6) employee empowerment; (7) information systems infrastructure; (8) performance measurement; (9) benchmarking and (10) knowledge structure.
They then go on to list their top critical success factors for implementation:
(1) Visible top management leadership.
(2) Employee training.
(3) Employee involvement.
(4) Spirit of teamwork.
(5) Employee empowerment.
(6) Information systems infrastructure.
(7) Performance measurement.
(8) Knowledge friendly culture.
(9) Benchmarking.
(10) Knowledge structure.
(11) Elimination of organisational constraints.
Guidelines have also been listed by James A Albers, which seem more project or practically oriented, and focus on the knowledge strategy and audit:
• Select knowledge management team.
• Establish knowledge management strategy and business case.
• Perform knowledge assessment and audit.
• Perform information technology (IT) assessment.
• Develop project plan and measurement systems.
And Davenport and Prusak also list some key factors to implementation:
• A knowledge-oriented culture.
• Technical and organisational infrastructure.
• Senior management support.
• A link to economics or industry value.
• A modicum of process orientation.
• Clarity of vision and language.
• Non-trivial motivational aid.
• Some level of knowledge structure.
• Multiple channels for knowledge transfer.
This chapter draws on the above models but focuses on the implementation steps needed after the knowledge strategy has been created, and in the specific context of a corporate or law firm environment. Additionally, it splits the steps into three groups; first, customer focus and creating a knowledge sharing culture, secondly is the knowledge team focus and utilising key implementation techniques, thirdly the practical focus on implementing a pilot project.
3. Customer focus – creating a knowledge sharing culture
"There is a general agreement that a knowledge-friendly culture must be present or nurtured in order for knowledge management implementation success" (Chase, 1997; Choi,...
