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In recent years, knowledge management has become a catchall term that is too often used simply to add cache to a project. It has crept into a large number of business fields.
It is often linked to competency management by incorporating the concept of job-specific knowledge. It is also used to mean the storage of the implicit knowledge of employees in document management systems. Consultants also often use the term knowledge management to describe the implementation of CRM.
Based on practical experience from the past 20 years, DWT Consulting has arrived at the following conclusion: companies will only be able to fully leverage the knowledge they possess if they have five essentials in place: |
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Few organisations manage to tick all of these boxes at the same time. Fortunately, all organisations can work on leveraging their knowledge at any time by implementing improvement actions in one or more fields.
Just one or two of these five essentials are addressed in many large-scale projects, which significantly reduces the return. |
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