Updated: Feb 17
Knowledge management (KM) can be a tricky business. One of the challenges I’ve faced when discussing KM with clients is that it suffers from what I think of as the everything and nothing complex: Overtime KM all too often becomes something that everyone does, but for which no one is responsible. Or a practice that one person (or one department) leads, and therefore no one actually does. In my effort to understand why, I've come to one major conclusion: the fundamental notion of “managing knowledge” is big and amorphous and likely even flawed (but I can get into that some other time).
Why this challenge? After a decade working in this space, I have a few ideas.