Building a Knowledge Culture

Much more than the buzzword of the week, knowledge management has emerged as a critical competitive differentiator — a delicate balance of people, processes, and tools. It is an enterprise-wide infrastructure that serves as an organizational “brain” — ensuring that experience is leveraged to drive future success.

Vendors of many shapes and sizes profess to offer a “solution” for knowledge management, ranging from groupware to data mining tools, to search engines, to PDAs, to portals. Many of these tools are efficient resources. However, the organization must first overhaul processes and overcome organizational biases – to create a knowledge culture.

The business world is struggling with the challenge. In today’s information age, knowledge is becoming the most valuable asset in any company, the key to a company’s success. Yet companies remain perplexed with the idea of managing an entity that cannot be measured, let alone universally defined (Glasser 1998). With a large portion of today’s knowledge residing in the minds of the workforce, often critical components are not captured and preserved in a useful manner for enterprise-wide utilization.

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