A case for a Chief Knowledge Officer and why Knowledge Management (KM) and Learning (L&D) should merge.

(This article is an extension of my previous article on Knowledge Management (KM). While writing the article, I couldn’t help imagine how both KM and Learning & Development (L&D) functions could be put on steroids by merging intentionally and powering them with the current LLM/AI based technologies. And that thought led to writing this article. I have repeated some of passages from the previous article so if you missed reading that, this one will cover all the central ideas.)

the business case:

Learning and Development (L&D) and Knowledge Management (KM) are two interconnected yet distinct functions dedicated to improving the creation, acquisition, dissemination, and application of knowledge within organizations. Presently, organizations often perceive them as separate functions, extracting value in isolation, which hampers their strategic integration.

The identified strategic gap arises from the disparate historical development of L&D and KM. Notably, L&D has long been relegated to a sub Human Resources (HR) function, a perception that persists despite its potential. This historical association has constrained L&D's evolution, influenced by a century of underappreciation from business leaders.

The roots of KM can be traced to Frederick Taylor's scientific management in the early 20th century, where organizational decision-making and the application of operational knowledge were foundational. Despite these origins, the term KM only emerged in the 1980s with the advent of the knowledge-based economy and advancements in information technology. However, KM's full potential remained stifled due to a lack of appropriate technology.

the historical context of L&D and KM:

L&D and KM have different origins and scopes. L&D is more closely related to the human capital aspect of the organization, while KM is more closely related to the intellectual capital aspect of the organization.

Human capital refers to the knowledge, skills, abilities, and attitudes of the employees, which are essential for the performance and productivity of the organization. L&D is one of the key functions of human resources (HR), as it aims to enhance the human capital through learning interventions, such as training, coaching, mentoring, and feedback. L&D is often seen as a means to improve the individual and organizational competencies, as well as to comply with the regulatory and professional standards.

Intellectual capital refers to the knowledge, information, and intangible assets of the organization, which are valuable for the creation and delivery of goods and services. KM is one of the key functions of the organization, as it aims to enhance the intellectual capital through knowledge processes, such as knowledge creation, acquisition, dissemination, and application. KM is often seen as a means to achieve competitive advantage, innovation, and customer satisfaction, as well as to reduce costs and risks.

key ideas that have shaped L&D and KM:

These functions have undergone evolution, shaped by a spectrum of theories, models, frameworks, and tools. Noteworthy concepts and figures in L&D encompass:

The adult learning theory, which proposes that adults learn differently from children, and that they need to be self-directed, motivated, relevant, and experiential in their learning. This theory was developed by Malcolm Knowles, who also introduced the concept of andragogy, the art and science of helping adults learn.

The experiential learning cycle, which suggests that learning is a process of transforming experience into knowledge, and that it involves four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation. This cycle was proposed by David Kolb, who also developed a learning style inventory to assess how individuals prefer to learn.

The 70-20-10 model, which states that 70% of learning comes from on-the-job experiences, 20% from social interactions, and 10% from formal education. This model was derived from a research by the Center for Creative Leadership, which studied the development of successful managers.

Turning attention to KM, significant concepts and contributors encompass:

The knowledge-based view of the firm, which conceives the firm as an assembly of knowledge assets and identifies the primary purpose of the firm as developing and applying these assets to the production of goods and services. This view was influenced by the work of economists such as Edith Penrose, Kenneth Arrow, and Joseph Stiglitz, and management scholars such as Ikujiro Nonaka, Hirotaka Takeuchi, and Robert Grant.

The SECI model of knowledge creation, which proposes four modes of knowledge conversion: socialization (tacit to tacit), externalization (tacit to explicit), combination (explicit to explicit), and internalization (explicit to tacit). This model was developed by Nonaka and Takeuchi, based on their observation of Japanese companies such as Honda, Canon, and Matsushita.

The knowledge pyramid, which depicts the hierarchy of data, information, knowledge, and wisdom. This pyramid was popularized by Russell Ackoff, who argued that data are symbols, information are data that are processed to be useful, knowledge are information that are applied to some purpose, and wisdom are knowledge that are evaluated and synthesized.

current and future organizational landscape and diverse challenges:

The rapid and constant change of the business environment, which requires the organization and its employees to adapt and innovate continuously. This means that the knowledge and skills that are relevant and valuable today may become obsolete and irrelevant tomorrow. L&D and KM need to ensure that the learning and knowledge processes are agile and responsive to the changing needs and demands of the organization and its stakeholders.

The increasing complexity and diversity of the knowledge domain, which involves various types of knowledge, such as explicit, tacit, individual, collective, declarative, procedural, and causal. This means that the knowledge and learning content and methods need to be tailored and customized to fit the different characteristics and preferences of the knowledge and learners. L&D and KM need to ensure that the learning and knowledge resources are comprehensive and accessible to the different users and contexts.

The proliferation and fragmentation of the information sources, which include various formats, channels, and platforms, such as text, audio, video, image, web, social media, and mobile. This means that the knowledge and learning information and systems need to be integrated and coordinated to avoid duplication, inconsistency, and confusion. L&D and KM need to ensure that the learning and knowledge information and systems are consistent and compatible with the different devices and applications.

why merge KM & L&D

AI/LLM represents a once-in-a-lifetime opportunity, emerging as the most promising and disruptive technology for L&D and KM. By simulating human intelligence processes, particularly within computer systems, AI can revolutionize both the content and process of knowledge and learning. It encompasses tasks traditionally requiring human intelligence, including learning, reasoning, problem-solving, decision-making, and natural language processing.

Recognizing the shared objectives of L&D and KM in handling the creation, acquisition, dissemination, and application of knowledge within organizations, it becomes apparent that they can mutually benefit from merging. While they share common ground, there are unique insights each can offer owing to their distinct focuses and scopes.

learning & knowledge culture with knowledge & learning management (KLM)

In merging L&D and KM into KLM, several advantages emerge. KLM can align learning and knowledge goals with business objectives, showcasing the profound impact on organizational performance and innovation. Leveraging data and analytics from AI, KLM can precisely measure, evaluate, and communicate learning and knowledge outcomes, demonstrating tangible results and achievements.

KLM can integrate and coordinate the learning and knowledge resources and systems, and ensure the consistency and compatibility of the learning and knowledge content and methods across the different formats, channels, and platforms. KLM can use the technologies and tools provided by AI to manage and maintain the learning and knowledge information and infrastructure, and to facilitate and enhance the learning and knowledge delivery and access.

KLM can create and foster a learning and knowledge culture and climate, and encourage and support the learning and knowledge participation and contribution of all employees, regardless of their roles, levels, or functions. KLM can use the methods and models provided by AI to design and implement the learning and knowledge interventions and incentives, and to motivate and engage the learning and knowledge users and stakeholders.

chief knowledge officer (CKO) and the convergence of KM and L&D

In my view, the convergence of KM and L&D into a unified KLM, led by a Chief Knowledge Officer, presents an opportunity to bridge historical gaps and unlock synergies. This integrated approach, fueled by AI, aligns organizational objectives, optimizes resources, and fosters a dynamic culture of continuous learning and knowledge creation that can propel organizations into a future where knowledge and learning are seamlessly intertwined, driving innovation, performance, and a culture of collective knowledge advancement.