Knowledge management is not about technology. It is about culture. To put it into
right perspective,the practice of knowledge management will drive organisation to develop a strong culture of competency and innovation. Such enterprise-wide culture will enable organisation to achieve sustainable superior performance. In other words, by strategically capitalising on both tacit and explicit knowledge, an organisation can secure and maintain a competitive advantage at market place. Information communication technology (ICT) is an enabler to facilitate practice of knowledge management.For an organisation to successfully transform itself into a knowledge enterprise, it must leverage on eight key focus of knowledge management. The eight key focus are K-identification, K-acquisition, K-application, K-sharing, K-creation, K-development, K-preservation and K-measurement. These eight key focus will provide a systematic approach to introduce practice of knowledge management.
A structured knowledge identification exercise or knowledge needs analysis (KNA) exercise must be conducted to establish knowledge gaps and deficiencies of an organisation. For businesses to function at speed of light, organisations need to identify current and specialised knowledge required to implement its competitive strategies. By comparing required knowledge with existing knowledge capital, knowledge gap can then be defined. The larger knowledge gap or deficiency, greater are obstacles to achieve desired goals of an enterprise.
A positive environment must be created to induce intense knowledge acquisition. Knowledge acquisition is to source for current and specialised knowledge to close knowledge gap of a particular organisation. Knowledge can be derived within organisation, from existing employees, communities of practices (COPs) and communities of innovative networks (COINs). Knowledge can also be imported from outside organisation, namely from customers, suppliers and even specialists from various areas of businesses and expertise. Knowledge can also be attained from K-products, such as reading materials, recorded CD-ROMs, on-line learning, and through World Wide Web. K-tools like learning history will assist an organisation to learn from past, innovate on future for today's consumption. Key emphasise must be placed on real time acquisition, with short cycle application.
Armed with critical, current and specialised knowledge, next focus is to pursue an obsession in knowledge application. K-application will also induce spiral skills development, where professionals are able to gauge their level of expertise through continuous contribution to organisation. Most importantly, knowledge gained must be immediately applied.
