CRITICAL SUCCESS FACTORS IN CRITICAL SUCCESS FACTORS IN KNOWLEDGE MANAGEMENT KNOWLEDGE MANAGEMENT

IMPLEMENTATIONIMPLEMENTATION

TheThe critical success factors.critical success factors.

There are mainly three critical success factors in There are mainly three critical success factors in knowledge management implementation:knowledge management implementation:

1.1. Developing a knowledge strategy.Developing a knowledge strategy.

2.2. Implementing knowledge management as any other Implementing knowledge management as any other change program.change program.

3.3. Seek and sustain top management support.Seek and sustain top management support.

Developing a knowledge strategy

We must be able to generate and manage knowledge We must be able to generate and manage knowledge to use it as a strategic lever for competitive to use it as a strategic lever for competitive advantage.advantage.

Setting up a vision for the knowledge management Setting up a vision for the knowledge management program (formal or informal) and the level of the program (formal or informal) and the level of the knowledge management the company intends to be is knowledge management the company intends to be is required.required.

This vision would specify whether the company This vision would specify whether the company would focus on :would focus on : Exploiting internal available knowledge.Exploiting internal available knowledge. Exploring external knowledge.Exploring external knowledge. Fostering innovation.Fostering innovation.

The K.M. strategy should revolve around fulfilling The K.M. strategy should revolve around fulfilling both internal and external knowledge gaps.both internal and external knowledge gaps.

For effective implementation, the KM For effective implementation, the KM implementation approach should be clearly specified. implementation approach should be clearly specified.

The aspects of KM implementation are The aspects of KM implementation are Designing knowledge architectureDesigning knowledge architecture Building systems and technologiesBuilding systems and technologies Handling People issuesHandling People issues

A typical KM implementation begin with decision A typical KM implementation begin with decision about knowledge architecture, gradually moves to about knowledge architecture, gradually moves to system and technology before deciding people related system and technology before deciding people related issues.issues.

It might be because most of these implementations It might be because most of these implementations are top down approaches are top down approaches

The next set of issues is setting up appropriate The next set of issues is setting up appropriate implementation structure and augmentation of implementation structure and augmentation of technological infrastructure.technological infrastructure.

People related issues have to be addressed and People related issues have to be addressed and individual employees have to be convinced of the individual employees have to be convinced of the utility of the program.utility of the program.

They should be motivated to participate in creation, They should be motivated to participate in creation, maintenance, application and sharing of their own maintenance, application and sharing of their own knowledge knowledge

Conceptualization of the importance of knowledge Conceptualization of the importance of knowledge for the business is easy for top management.for the business is easy for top management.

Setting up systems to augment and complement the Setting up systems to augment and complement the technological infrastructure is also not difficult.technological infrastructure is also not difficult.

The issue is to implement the appropriate system for The issue is to implement the appropriate system for which the whole organization need to be involvedwhich the whole organization need to be involved

The company should exploit the full potential of The company should exploit the full potential of existing systems ensuring lot of buy in for KM existing systems ensuring lot of buy in for KM programprogram

For e.g. HECL (Hughes Escorts Communication For e.g. HECL (Hughes Escorts Communication Limited) has capitalized on its culture of frequent Limited) has capitalized on its culture of frequent meetings to the fullest advantage.meetings to the fullest advantage.

Its way of KM is so integrated with existing systems Its way of KM is so integrated with existing systems that people do not see KM as something that needs to that people do not see KM as something that needs to be separately implementedbe separately implemented

Implement KM as any other change management program

The same issues that crop up in management of change also surfaces in implementation of KM.

There is always resistance to change when any new system/structure/process/practice/culture is introduced.

It is important to gain the commitment and participation of a cross section of people to the KM initiative.

Any initiative restricted to top management is not likely to be sustainable over long run.

The best way to achieve this commitment is to The best way to achieve this commitment is to involve more people right from conceptualization involve more people right from conceptualization stage as they contribute more to design of program.stage as they contribute more to design of program.

It is necessary to provide the employees with a clear It is necessary to provide the employees with a clear understanding of business and personal advantage understanding of business and personal advantage this initiative will bring in.this initiative will bring in.

New practices should be set up to reinforce New practices should be set up to reinforce interaction among people for creation, mutual sharing interaction among people for creation, mutual sharing and application of this knowledge.and application of this knowledge.

Seek and sustain top management support

Top management need to be convinced about potential of Top management need to be convinced about potential of managing knowledge.managing knowledge.

Implementing a successful KM program requires top Implementing a successful KM program requires top management support for clearly defining business imperatives management support for clearly defining business imperatives and role of KM in achieving them.and role of KM in achieving them.

A KM strategy and vision is developed according to the first, A KM strategy and vision is developed according to the first, second or third generation KM adopted by the company.second or third generation KM adopted by the company.

The program may require an alignment in existing systems for The program may require an alignment in existing systems for which the support of top management is imperative for which the support of top management is imperative for institutionalizing the new system and practices.institutionalizing the new system and practices.

Active participation and commitment of top management is Active participation and commitment of top management is necessary to make it an organization wide initiative.necessary to make it an organization wide initiative.