Monday, September 6, 2021


Knowledge basically involves the human factor and capturing the benefit of shared information, experience, or lessons learned.

As we all know knowledge is power. In fact, knowledge as a soft business asset is more intangible, complex, and dynamic compared to the physical asset. Knowledge doesn’t always inform you of true understanding, and it is not an isolated fact but needs to flow and transfer for achieving its business value. 

Knowledge cycles drive the emergence, extend through and beyond the scope of the organization. Knowledge does not stand still, but needs to be kept realigned, refined, reinvented to solve problems large or small and generate values to benefit their organizations and human societies.

Knowledge alignment/realignment:
The border of knowledge domains has a blurred scope and knowledge is expanded in the continual base for generating values. Knowledge Management has to break down silos, facilitate the holistic knowledge management system that enables knowledge flow, process information, align and realign knowledge to solve right problems, ensure transparency and visibility, enabling trust and reliability. However, in many less knowledge-savvy companies, there seems to be the "expectation" that if your business is working ok, then knowledge will easily transfer and that piece of the jigsaw will fit snugly into somewhere else automatically. Knowledge Is where the cultural and social context alignment (or misalignment) with the information that precedes it. Information is often available in data; knowledge is often inside the minds of employees/experts. Thus, it takes deliberate effort to realign knowledge, look at all the present collaborative processes already being used to evaluate them for improvement.

Knowledge Management is a business or human problem, not a technological problem. Business management understands the knowledge required to sustain itself and creates an environment and business systems to involve the exploration of the knowledge interdependencies, and manage knowledge holistically. Knowledge alignment is crucial: If you cannot translate the knowledge you possess to users or customers in order to inspire them into action; or you cannot process them to improve knowledge fluidity, quality and accessibility effectively and improve its adoption rate, the processes are perhaps not mature enough to build a true knowledge workforce and run a knowledge savvy company.

Knowledge refinement:
Organizations across the industries are inundated with exponential growth of information; while information is an ingredient of knowledge; but in order to interpret information; you need knowledge. Knowledge is a commodity, but wise practitioners can capture insight from it. Great knowledge is generated consciously or subconsciously. Information and knowledge are not equal to insight, but they are the foundation to capture insight. Business professionals sharpen their role to make their work more productive or innovative, and develop their skills incrementally. Different people use knowledge to do their activities informatively. An essential role for knowledge can be taught, but insight is a unique perception which needs to be gained by each individual. Climbing the Knowledge-Insight-Wisdom pyramid is an important step in knowledge refinement.

Systematic knowledge management solutions safeguard a full understanding of business processes, tools that are used and the people using those to optimize business efficiency. They need to explore the breadth and depth of knowledge, its prospects, and practice to effectively use organizational knowledge timely, improve the collective corporate learning capability, and allow people to access quality information to develop their set of knowledge for making the right decisions to solve right problems timely. With updated knowledge, business leaders not only think about today, but also selectively forget yesterday, and forward-look tomorrow.

Knowledge reinvention:
Knowledge is based on refined thoughts, often collectively. As outdated knowledge will stifle innovation and decelerate business progress both individually and collectively. It's important to organize some activities for knowledge re-invention - encourage new knowledge generation or refurbish some old knowledge. However, many knowledge management solutions can not capture the “expert knowledge” effectively; much of what is captured, stored, and delivered is shallow information - not expert knowledge. They do not help experts articulate the nature of their expertise, or enable them to generate more knowledge. As they assume the expert knows what to share, and that the knowledge seekers know what to look for. These are skills that must be developed, on both sides of the equation.

Besides managing existing knowledge, knowledge management activities today need to shift from process heavy to people driven; create "Stimulus Mining" areas that can help to fill the minds with fresh knowledge, and then, individuals can start to explore from a much stronger point of view and create fresh ideas or new perspectives. Knowledge Management needs to be discussed as a tangible component of strategy, which starts with C-level guidance and communication, takes an integral information and knowledge management approach, manages interdisciplinary knowledge, allows people to understand new topics and get access to knowledge effortlessly to get problems solved effectively.

Information nowadays is only a click away and the knowledge cycle is shortened significantly. The border of knowledge domains has a blurred scope, and knowledge is expanded in the continual base. Knowledge basically involves the human factor and capturing the benefit of shared information, experience, or lessons learned, then applying knowledge and making it available to broader and broader audiences, realigning or reinventing collective knowledge for generating value and unlocking organizational performance.


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