Inside Knowledge magazine talks to Andréa Thompson about the change management issues surrounding KM.
The knowledge that exists within your organization is your only sustainable source of competitive advantage. We believe this makes knowledge management a strategic imperative. But how do you ensure that your KM initiative is effective, that it delivers on its promises and that your organization sees a return on its KM investment?
Change communications and engaging employees is a critical part of this process and in this interview we talk to Andréa Thompson, Managing Partner of Midas Consulting about some of the key communications issues organizations face in implementing KM.?
Q. What are the key change-management issues that organisations need to address when looking to develop a KM programme?
A. The key change-management issues are: committed support from the top, the need for companies to put KM at the heart of their business strategy, introduce measurement tools and recognise the importance of engaging with target audiences through a comprehensive and robust communications plan.
Large companies
Organisations need to bridge the gap comprar camiseta del chelsea between ‘doing' and ‘acting'. KM is a culture shift that transforms the way the company does business. comprar camiseta del chelsea It is about encouraging cross-functional working and improving individual performance for the benefit of the employee, the company and ultimately the customer.
Q. Do you think organisations looking to implement a KM programme have paid enough attention to these issues in the past?
A. Definitely not. We have a work culture that is information rich but most definitely knowledge poor. Companies need to define clear principles for KM rather than hold a mass of data that serves little purpose in growing the business.
In my experience one of biggest barriers to success is the failure of senior management to understand the value that informed internal communication can bring. By all means focus on process but don't forget the emotional experience. It is your employees whose knowledge you require and they are the ones that will make it happen ? if you cannot engage your audience you have little hope of improving operating performance and little chance of success.
Q. What can a well thought-out change-management strategy bring to a KM programme?
A. Success. Stakeholders need to establish a common recognition of the change required, agree the benefits of a clearly defined KM approach, establish a process to support it and define what level of support is required to make it happen. KM needs to become part of the culture and ‘the way we do things'.
Q. What techniques can organisations use to help increase acceptance of changing working practices?
A. There is no prescriptive method and no perfect way to communicate change. However, whatever the method, communication has a critical role to play in gaining the acceptance and participation of employees. There are many frustrations regarding methods of communication. Inevitably you can't please all the people all the time, but there are some fundamentals that can be addressed. One overriding factor is that communication is vital for a successful change programme.?
Many different channels can be used from a simple CEO memo through to full-scale staged event and getting the balance of communication channels right is extremely important. The most important aspect is to segment the audience and target messages and channels appropriately and consistently over a specified time period.
The overall lesson for communication is that the ‘closer' you can get to the individual the more effective communications will be ? hence the importance of the cascade process and face-to-face delivery.?
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