Knowledge Management (KM) is a field which originally developed in the mid to late 90s which often is understood in different ways by managers and organisations trying to understand its value and relevance for them in improving their organisational performance and effectiveness.

Our understanding of knowledge is that it includes individual and social human capital, in addition to structural capital. Although knowledge can be explicit, as captured for example in patents, documented procedures, and product descriptions, much knowledge remains in the heads of our knowledge workers as tacit knowledge, which involves the individual and collective understanding gained from their experience. If those workers leave the organisation, much knowledge simply walks out the door.

Our practice therefore defines KM as an ongoing strategic program of knowledge based processes and enriched practices for achieving organisational objectives through the creation, acquisition, sharing and utilisation of knowledge and the cultural and technical systems that support such processes. Successful KM programs and practices much therefore address issues related to human capital development, working culture and trust, leadership and collaboration readiness, in addition to the use of any supporting technology supporting the knowledge processes of the workforce.

Knowledge Flow describes the transfer of knowledge between individuals and different groups which may take place by both explicit and tacit knowledge transfer. Knowledge flow may for example take place through sharing a useful document or report with another group, participation in a community of practice, or simply through a conversation over coffee at the morning break.

Knowledge Assessment approaches can be applied to the organisation to evaluate the quality and effectiveness of current KM practices, knowledge resources and flows, to identify prioritised areas for performance improvement, e.g., that would impact the company scorecard, and to monitor the outcomes in areas where interventions are subsequently introduced.

Knowledge Management Systems involve the cross-disciplinary, enterprise-wide management (creation, storing, disseminating, etc) of knowledge processes, aligned with strategic objectives to support and improve performance and productivity. Knowledge Management Systems are the starting point in which other structures, assessment of knowledge, competence management and talent management form a base component in performance improvement both personally and organisationally. The starting point should therefore begin with Knowledge Management in the context of forming a Human Capital Strategy from which other important elements and activities could flow. More on KM