Success Factors for Knowledge Management System Implementations

In my previous posts I outlined the technology, people, and organization challenges facing knowledge management system (KMS) implementations.  With an understanding of the issues affecting our KMS implementations, we need to look at what we can to to address these challenges and increase the success rate for KMS implementations.

First of all, the entire organization must develop a unified definition of knowledge and knowledge management and must also have a common appreciation for the firm's knowledge assets.  This ensures everyone has a consistent view of knowledge and its contributions to the organization.  The tactical and strategic leaders of the organization must also integrate the development and application of the knowledge assets into plans for growth and performance improvement efforts.

In addition to understanding knowledge, organizations must also ensure current workflows are aligned with the development and application of the knowledge assets.  The work processes should be conducive to making contributions to the knowledge repositories as well as learning, building, and applying existing knowledge.

Keeping in mind that much of the knowledge resides within the experiences and expertise of other knowledge workers.  As a result, organizations must identify subject matter experts (SMEs) and find ways to connect these experts to other individuals in need of the knowledge.  These connections can be made through subject-oriented support groups or through technology-driven communities.

The knowledge workforce must be made aware of the individual and organizational value of the knowledge and must be encouraged, and recognized and rewarded (very important), for participation in knowledge sharing and knowledge building activities.  The knowledge value conversation and reward practice will build a culture of knowledge sharing and minimize knowledge hording.

Finally, the KMS implementation project should be carried out in phases to slowly migrate to a complete knowledge management practice.  This will help mitigate the risks of a KMS implementation and will also allow the organization to learn from the previous phases.  In other words, by opting for an iterative implementation path, organizations are able to build and apply knowledge about KMS implementations and improve future KMS implementations (what a good example of practical knowledge management!).

Keep in mind that recent research indicated a 50% success rate for KMS implementations.  We need to consider these factors when implementing a KMS so that we can increase the likelihood that the system will be implemented in a manner that will optimize the intellectual capital of the knowledge workforce.

References

• Bishop, J., Matsumoto, I., Glass, J., & Bouchlaghem, D. (2008). Ensuring the effectiveness of a knowledge management initiative. Journal of Knowledge Management, 12(4), 16.
• du Plessis, M. (2007). Knowledge management: What makes complex implementations successful? Journal of Knowledge Management, 11(2), 91.
• Rathor, N., Thapliyal, M.P, Gupta, V.K., & Gupta, A. (2011). Knowledge management systems & it's failure factors. VSRD International Journal of Computers Science and Information Technology, 1(5), 321-327.