The implementation of a strategy often requires changes in people, processes, and technology. Perhaps the most difficult change and the one we struggle most with is changing ourselves – the people. We’re creatures of habit, and if we’re not motivated or can’t see what’s in it for us, we essentially won’t ever change. When establishing successful Knowledge Management, we need to shift the culture away from recognizing people for what they know, and toward recognizing people for their ability to learn, collaborate, and share. How can we transition to a winning Knowledge Management culture? Author Daniel Pink outlines three key motivational factors in his popular book “Drive: The Surprising Truth About What Motivates Us”.
Knowledge sharing has huge benefits in an organization, but not all organizations take advantage of it. Knowledge is often scattered everywhere in an organization. Knowledge arises and is produced in departments and projects groups, and for individual purposes. It could be stored as documents on a server, on an employee’s computer, as well as in knowledge bases, or not stored at all. Usually the majority of documented knowledge is seldom used despite its benefit to many employees, customers, and partners. That’s because they can’t find it or don’t even know that it’s there. The benefits of reusing collective knowledge in an organization are huge. An organization can achieve operational efficiency and organizational learning, as well as drive innovation and product development. Achieving these benefits requires a corporate Knowledge Management strategy that supports a knowledge sharing culture and the building of a common knowledgebase.
Whether you’re looking to implement self service for your customer, or assessing the quality of your current self-service solution, there are five key enablers that need to be in place in order to achieve a successful self-service solution. Learn what they are and how to use them!