What on Earth is Knowledge Management?

By Christian Young

Reusing what the organization knows to cut out inefficiencies and cultivate new ideas across departments and geographies.

Many organizations and executives have identified purposes statements like this one for their knowledge management programs. Sounds wonderful, right? And it resonates with most people in any organization. And yet, it stumps most of us as soon as we’re asked to define ‘what the organization knows’.

So before jumping into knowledge management, let’s talk knowledge. There are many definitions out there and even more discourse about them. To some, knowledge can be captured and disseminated. To others, knowledge is too contextual to be frozen in time and put into words. Synonyms people use for knowledge span the gamut from understanding, to know-how, to expertise and wisdom.

The truth is, different organizations will continue to use different definitions of knowledge so long as their value chains benefit from different types of knowledge. In a branding firm where the best work products are the most novel, the kind of knowledge that can’t easily be written down reigns king. Conversely, in a manufacturing company where the best work products are the most consistent, the kind of knowledge that reigns supreme must be highly codified. There is a discipline in which far too few organizations invest called Knowledge Management that deals with this sticky subject and brings it to life in organizations.

Based on the type of knowledge that an organization intends on leveraging, there will be different approaches to knowledge management. In general, more structured knowledge lends itself to processes and tools, and less structured knowledge calls for increased person-to-person networking. But regardless of the nature of each organization’s most valuable knowledge, the imperative of managing that knowledge remains. Organizations face the option of iterating on what they know and accelerating their performance, or reinventing the wheel time and time again. Those who see their knowledge as a point of competitive advantage must work diligently to craft cultural and technological environments that enable information capture and knowledge development, designed carefully around the needs of their employees.

In the case of Siegel+Gale, the knowledge most closely tied with our value chain is the type that is difficult to put into words. Our core value: simplicity. Simplicity, not only in business, but also in our internal communications and culture — simplicity drives how we approach and define knowledge, and ultimately, how we manage it at all touchpoints. For that reason, we are taking a very human approach to knowledge management, one that connects people to other people through stories and technology. It eventually allows employees to tap into the firm’s knowledge in a way that is relevant and scalable, carrying with it our core ethos, as well as the promise of a smarter tomorrow.

Cristian Young is Global Knowledge Manager at Siegel+Gale. Follow him on Twitter:@MrCristianYoung