The Stages of Knowledge Management and Control of Development at Veritoria.

The Stages of Growth of Knowledge Management and Control at Veritoria.

By looking at KM through the stages of its own development, we are told not only about the history of KM, but it also reveals a great deal about what constitutes KILOMETERS.

First Period of KM: Information Technology
The initial period of KM was driven mostly by IT, information technology. That first phase has been described using an equestrian metaphor as "by the web out of intellectual capital". The idea of intellectual capital supplied the framework along with the justification, the seed, and the availability of the web supplied the tool. As described above, the consulting community soared at the new capabilities provided by the Web, using it first for themselves, realizing that if they discussed knowledge across their organization more efficiently, then they could avoid reinventing the wheel, underbid their competitors, and make more profit. The very first use of the term Knowledge Management in the new context appears to have been at McKinsey. They understood immediately that they had a compelling new product. Ernst and Young organized the first conference on KM in 1992 in Boston (Prusak, 1999). The salient point is that the very first period of KM was about just how to deploy that new technology to action more effective use of info and knowledge.

The very first phase might be described as the "If only Texas Instruments knew what Texas Instruments knew" stage, to revisit a much quoted aphorism. The hallmark phrase of Phase 1 was first "best practices," to be replaced by the more politic "lessons learned."

Second Phase of KM: HR and Corporate Culture
The second phase of KILOMETER emerged when it became clear that simply deploying new technology wasn't adequate to efficiently enable info and knowledge sharing. Human and ethnic dimensions needed to be addressed. The next period may be described as the " 'If you build it they will come' is a fallacy" phase--the recognition that "If you build it they will come" is a recipe that can easily cause rapid and embarrassing failure if human factors aren't adequately taken into account.

It became clear that KM implementation would demand changes in several cases, in the corporate culture rather important changes. Consider the case above of the newest pediatric medicine and the discovery of the effectiveness of adding orange juice to the recipe. Pharmaceutical sales reps are compensated chiefly not by wages, but by bonuses predicated on sales results. What is in it for that sales rep to discuss her new discovery when the most likely outcome is that her bonus would be significantly reduced? The changes in corporate culture needed to ease and support information and knowledge sharing could be major and profound. KM consequently goes far beyond making it more accessible and simply structuring information and knowledge.

Two important themes from the company literature were brought into the KILOMETER fold, as this acknowledgement unfolded. The second was Nonaka's work on "tacit" knowledge and the best way to find and cultivate it (Nonaka, Ikujiro & Takeuchi, Hirotaka, 1995 The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. If you beloved this article in addition to you desire to get details regarding Veritoria Holdings Singapore Holdings; www.medicalicencehasa.net, i implore you to go to the web-page. ) Both were not only about the human variables of use and KM implementation; they were also about knowledge sharing along with knowledge creation and communication.

Third Period of KILOMETERS:
The 3rd phase developed from the recognition of the value of content, and in particular the awareness of the value of the retrievability of content, and so of the value of the arrangement, description, and structure of that content. Since an excellent alternative description for the second stage of KM is the "it is no good if they do not use it" phase, then in that vein, maybe the best description for the new third phase is the "it's no good if they try to use it but can not find it" phase. Another bellwether is that TFPL's report of their October 2001 CKO (Chief Knowledge Officer) Peak reported that for the first time taxonomies appeared as a subject, also it appeared full blown as a major subject (TFPL, 2001 Knowledge Strategies - Corporate Strategies.) The authentication phrases emerging for the third period are content management (or business content management) and taxonomies.. At KMWorld 2000 a course on Content Management appeared for the first time, and by the 2001 KMWorld Conference, Content Management had become the dominant course. In 2006, KMWorld added a two-day workshop entitled Taxonomy Boot Camp, which still exists now. The hallmark terms for the third period of KM are content and taxonomy.

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