Knowledge Management is a Process of Continual Renewal

“The learning of one, becomes the learning of many.”


Much is written about what KM is, and is not. I have always viewed the value of KM from its ability to create value in an organization…”Creating Value from Knowledge.” KM is among other things a “business discipline, a concept, a strategy, a series of implementing practices.” It is always about context, application in context, solving business or operational challenges, and developing and defining better solutions based on “connection, collection, and collaboration.”

I was looking through the many groups that address KM and it occurs to me that they have this somewhat in common — “Knowledge Management is a process of continual renewal” where “the learning of one, becomes the learning of many.”

There are many situations where KM can add value.  Let’s take one .. the critical challenges and risks of workforce turnover and knowledge loss.  There are very many organizations that do not have a “consistent and disciplined framework” for “capturing, adapting, transferring, and reusing” the “critical and relevant knowledge” of their organizations. The impacts and risks of ignoring this challenge are well known.

Perhaps the code that needs to be broken is to view this challenge from the perspective of a process of continual renewal.  A question to ask might be: What are both leadership and workforce doing to continually update the knowledge of the organization as part of work flow so that when people leave, the knowledge that they possess, the critical and relevant knowledge, in the context of that organization, is made sense of and characterized for reuse so that “the learning of the one, becomes the learning of the many?”