Building Blocks for a Comprehensive Knowledge Management (KM) Framework for a Multidimensional Organization

This article builds on the six considerations for establishing successful KM in multidimensional organizations. Multidimensional organizations often generate value through different activities, the results of which are measured along different such as sectors, regions and functions seeking to optimize social, economic and livability outcomes.

Knowledge is one of the most important assets for such organizations and is key to unleashing their full potential. The most recent manifestation of the knowledge enterprise is through the intelligent organization that applies deep learning methods to understand its own behaviour and that of its stakeholders and environment. By taking a knowledge-driven approach, organizations have access to a wealth of information that can be used for continuous improvement.

Knowledge Management (KM) is the management of a company's intellectual capital and includes knowledge capture, knowledge propagation, and knowledge usage. KM plays a critical role across multiple types of organizations, however, in large and complex multidimensional organizations, the opportunity to effectively manage knowledge is further nuanced by the increasing number of different types of knowledge. Here, the management of knowledge (a) is a critical issue for managers, who are tasked with organizing and providing resources for the development, use, and re-use of knowledge across an organization; (b) has become increasingly difficult as organizations have fragmented into smaller node organizations; (c) depends highly on appropriate management policies and practices to make sure it meets organizational goals.

With this in mind, it’s imperative to formulate a comprehensive framework to understand, implement, and enhance KM at such organizations.

Framework for KM

Once an organization establishes the need to develop or enhance KM within its four walls, a comprehensive framework is a next step in ensuring a structured approach that maximizes its effectiveness.

As a result of extensive study of the best practices in a multidimensional environment, the following KM framework was developed:

Building Block 1: Operating Model

To ensure effective management of knowledge, it’s best to adopt an operating model that systemizes and structures knowledge along with its usage in a complex organization. This includes following a standardized knowledge structure to generate advanced results. Parts of the operating model include (i) knowledge structure, (ii) processes, guidelines and policies, (iii) governance. The following explains each

• Knowledge Structure

Knowledge structure focuses strictly on enabling sharing of knowledge, data, and information across an organization by developing the structure around workflows and knowledge needs.

It is considered a classification system which defines knowledge in a set of names and descriptions. For example, a multilayered knowledge structure could be designed consisting of asset categories, knowledge sets, units/communities, and knowledge topics.

• Processes, Guidelines, Policies

To manage knowledge within an organization, it is important to practice standardized knowledge processes, guidelines, and policies to ensure:

• Simpler, more efficient knowledge creation
• Consistency of operations throughout the organization
• Protection and knowledge of asset ownership/rights
• Improved knowledge access and reach
• Governance

It is critical to define how the KM organization will operate to ensure effective implementation. Three primary components must be established. They include:

• Team structure and responsibilities: To manage KM effectively, there are three potential archetypes to consider:
• Decentralized: no central KM team
• Federated: central team manages KM strategy
• Decentralized: central team owns KM, including the creation of knowledge
• Personnel requirements: Number of full-time employees in the KM team and within existing units to support KM throughout the organization. This often depends on the team structure in place.
• Reporting structure: This refers to the positioning of the KM team regarding the organizational structure.

Building Block 2: Technology

To implement KM, organizations must deploy technology as an enabler in a concept called Knowledge Management Systems (KMS). The proper technology enables organizations to store and access an exorbitant amount of information efficiently, aside from facilitating collaboration. The three major components of defining the technology for KM include:

• Technology architecture and requirements: Defining both the functional and non-functional KM requirements, which is supported by creating workflows based on defined personas for KM along with a list of features and their descriptions.
• Path to delivery: Detailing the specific requirements and formulating a roadmap for the KMS. This guarantees that the technology is developed in a way that caters to the organization’s goals and needs. The delivery of KMS can benefit from an approach with a focus on initiating a Minimum Viable Product (MVP) with elements that tackle immediate needs. An MVP permits the organizations to test the system’s primary features before investing resources into its development.
• Buy vs. build: Assessing the strongest implementation approach to build the technologies. Build refers to developing a custom solution, Buy refers to buying the full solution from a vendor and adjusting for your organization’s unique environment and Hybrid refers to buying solutions from various vendors and integrating these components to produce an end-to-end solution

Remember that each solution has its own set of pros and cons. These should be evaluated based on the needs of your organization.

Building Block 3: People and Culture

To establish effective KM, ensure the organization adjusts to new behaviours. The People & Culture building block defines these behaviours to promote and sustain them long term.

Desired Behaviors: At an organization, everyone is responsible for managing and leveraging knowledge. This is one of the most important qualities in a multidimensional organization. To make KM a part of a company’s culture, behaviour change is a necessity. These exact behaviours can be defined in several ways:

• Incentives/drivers: These encourage desired behaviours within an organization. Aside from this, they drive behavioural changes. To achieve desired KM behaviours, an organization can leverage three types of incentives: (i) intrinsic drivers come from within an individual as a natural consequence of doing something; (ii) interpersonal drivers are direct reactions to behaviours and actions from supervisors, coworkers, leaders, customers, and others; and (iii) Institutional drivers are both financial and non-financial formalized rewards, measures, and recognition focused on end results.
• Key enablers: Enablers must be established to support desired behaviours. With that said key enablers make these behaviours possible. To support and instil, desired KM behaviours may include: (i) organizational culture: includes cultural elements that support desired knowledge behaviours (support, leadership); (ii)?Communication plan: targets KM users at various stages of the journey; (iii) Support framework: covers underlying structures crucial in supporting effective KM (includes governance, process/guidelines, technology/system, functional support); (iv) Training: training of different types for several stakeholders throughout different stages of the KM initiative

Concluding Remarks on the Importance of Comprehensive KM Framework

Knowledge is critical to unleashing an organization’s maximum potential. To understand, implement, and enhance KM in complex multidimensional organizations, it is essential to develop a comprehensive framework.

Without a framework in place, it is difficult to manage knowledge effectively throughout the organization, meaning the benefits of KM are extremely limited. A comprehensive KM framework consists of three building blocks: Operating Model, Technology, and People & Culture.?

Have you applied any or all of these building blocks in your organization or project? what were your experience and lessons?