Even if we are using these tools to provide a more customized, personalized experience for employees, that doesn’t mean there isn’t governance behind the scenes.
Darcy Lemons: KM can position itself as the people who have those governance best practices, guidelines, and business rules, and we can offer that as a service to departments and teams. Let us show you how to use these resources to benefit what you’re trying to accomplish.
Health Care KM Practitioner: KM doesn’t own any of the content at our organization. All the content belongs to the business, and we got them to sign off on a roles and responsibilities matrix. We’ve actually devolved our governance; we’ve loosened our grip on content by teaching them to fish—that is, teaching them about what content quality means. In doing that, it’s freed up our team to focus on other things.
Petroleum KM Practitioner: We had this same question when turkey mobile numbers list SharePoint KM came around: No matter how smart, fast, and mobile our technology is, success still hinges on the implementation—how well we manage and curate our content.
Professional Services KM Practitioner: Technology can’t analyze or prioritize white space. It can’t understand what we don’t know we don’t know yet. Technology can’t do that; it can only work off the content we already have, so it can’t innovate and be creative.
For answers to other questions such as “How can practitioners ensure the survival of KM programs in organizational restructuring?”, “How can KM practitioners get the business to take more ownership of content?” and more, see Top Questions Answered at APQC’s 2019 KM Conference.
How can KM survive with this smart technology?
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Re: How can KM survive with this smart technology?
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