ASSIGNING ROLES AND ACCOUNTABILITIES IN KM

It has long been recognized that there are three main enablers to KM: people, processes and technology. While many organizations have proved adept at implementing the second and third elements of this matrix (processes and technologies), it's the first element (people) that can make the differe...

Full description

Saved in:
Bibliographic Details
Published inKnowledge Management Review Vol. 11; no. 1; p. 18
Main Author Milton, Nick
Format Trade Publication Article
LanguageEnglish
Published Chicago MELCRUM PUBLISHING 01.03.2008
Subjects
Accountability
Communities of practice
Divisions
Explicit knowledge
Financial management
Internal customers
Knowledge management
Leadership
Organizational change
Pilot projects
Roles
Safety management
Success
United Kingdom > UK
Online AccessGet full text

Cover

More Information
Summary:It has long been recognized that there are three main enablers to KM: people, processes and technology. While many organizations have proved adept at implementing the second and third elements of this matrix (processes and technologies), it's the first element (people) that can make the difference in sustaining long-term KM success. Working with organizations that have been able to sustain KM for 10 years or more, a large part of the people side of KM has to be delivered through clear roles and accountabilities. The initial accountability lies with the implementation team, to ensure that the KM framework is built and deployed within the business. When the implementation process is complete, accountability then passes to the business and to the supporting functions and a small number of new roles need to be set up to deliver against this accountability. Without the proper KM roles and accountabilities at all stages of your KM program, history shows that you'll be unable to sustain progress in implementing and embedding KM.
ISSN:1369-7633