I have had the privilege of working with over 100 client organisations over past 9 years. (Where did that time go?)
In each case they have their own definition of Knowledge Management, often their own label, and usually a specific cocktail of disciplines, processes and tools which they choose to place under the KM “umbrella”.
Sometimes the decisions above reflect the specific needs of the organisation, and other times that reflect the focus, background and place in the organisation of any centralised KM resources.
Often it’s a mixture of both, Rum and Coke? Gin and Tonic? Whiskey and Soda?
Some of the pairings I’ve seen include “Knowledge and Innovation” (R&D oriented organisations) “Knowledge and Information” (that’s a common one in the Public Sector), “Business Improvement & Knowledge” (manufacturing), “Knowledge and Insight” (professional services) and “Knowledge and Learning” (several sectors) and in one oil and gas company: “Knowledge and Collaboration”.
Each of these combinations gives an interesting twist to knowledge management, and I’m surprised that I don’t see “Knowledge and Collaboration” in combination more often. It’s always seemed like an ideal blend to me, as it encourages us to think about the practicalities of changing working practices, motivating people to work together in different forms of partnership (see Collaborative Advantage by Elizabeth Lank), and in ensuring that the right conversations happen between the right people, using the most effective supportive technology whenever the need arises.
And if you need to be reminded of what that looks like when it’s not done well, then this brilliant “Real Conference Call” parody by Trip & Tyler will hit the spot.
We’ve all been there!