Thinking about crafting your Knowledge Management Strategic Plan?
Not sure where to start?
Here I am presenting a “straw-man” to get you started!
Following the information presented below will get you on your way:
1. Executive Summary
The executive summary is often considered the most important section of a KM Strategic Plan. This section briefly tells your reader where your company is, where you want to take it, and why your business idea will be successful when implementing Knowledge Management. The executive summary should highlight the strengths of your overall plan and therefore be the last section you write.
2. KM Vision Statement
The KM vision statement takes into account the current status of the organization, and serves to point the direction of where KM in the organization wishes to go. As a means of setting a central goal that the organization will aspire to reach, the vision statement helps to provide a focus for the mission.
3. KM Mission Statement
The KM mission statement serves as a guide to the actions of the organization as it pertains to KM, spell out its overall goal, provide a path, and guide decision-making. It provides “the framework or context within which the company’s KM strategy is formulated and aligns with the KM vision (Note: the KM Vision and Mission are often combined).
4. Current KM Environment (Include If one exist)
This section details the current knowledge environment. Any knowledge management activities and experience will be detailed here. This section will also outline any benefits that have been gained and how they can be built upon or leverage in future initiatives.
5. KM Best Practices
This section details the KM Best Practices that this KM Strategic Plan will align to.
6. Challenges and Knowledge Needs
The key issues and knowledge needs of the organization will be summarized here and will include any knowledge resources, processes and tools that will be needed to effectively execute the knowledge management strategy.
7. Strategy Details and Key Initiatives
The key activities to implement the Knowledge Management Strategy are as follows:
i. Knowledge Transfer
Knowledge Transfer is a culture-based process by which adaptive organizational knowledge that lies in people’s heads and which lies in documents, programs, reports, etc is exchanged with others. This section will indicate how knowledge transfer will play a role in the overall knowledge management strategy.
This section will detail critical dependencies such as the availability of key personnel, approval of budgets, and available technologies to initiate the knowledge management strategy. This section will also analyze the effect of not executing the knowledge management strategy at all.
iii. Ongoing Knowledge Management
To continue to foster an atmosphere of sharing, transferring, harvesting and creating knowledge within the organization an adherence to this strategy will be imperative. On-going support will include:
– Identifying the key knowledge holders within the organization.
– Creating an environment which motivates people to share.
– Creating opportunities and utilizing tools to harvest knowledge.
– Creating opportunities to foster knowledge creation.
– Designing a sharing mechanism to facilitate the knowledge transfer.
– Measuring the effects of executing the knowledge strategy.
8. Establish a Central Knowledge Management Office
The Central Knowledge Management Office (CKMO) comprised of Senior Management and Core Team members and is the vehicle for implementing and keeping under review the KM Program and on-going KM initiatives that will be championed by the organization.
This section details the tools and how they will be utilized to deliver Knowledge Management through out the organization.
Feel free to leave your comments and/or questions regarding this KM Strategic Plan “straw-man”.