On The Management of Knowledge

71117.1427@Compuserve.com

Knowledge - the insights, understandings, and practical know-how that we all possess -- is the fundamental resource that allows us to function intelligently. Over time, considerable knowledge is also transformed to other manifestations -- such as books, technology , practices and traditions -- within organizations of all kinds and in society in general. These transformations result in cumulated expertise and, when used appropriately , increased effectiveness. Knowledge is one, if not the, principal factor that makes personal, organizational, and societal intelligent behavior possible.

Given the importance of knowledge in virtually all aspects of daily and commercial life, two knowledge-related aspects are vital for viability and success at any level:

1. Knowledge assets - the valuable knowledge available to be used or exploited - must be nurtured, preserved, and used to the largest extent possible by both individuals and organizations.
2. Knowledge-related processes -- to create, build, compile, organize, transform, transfer, pool, apply , and safeguard knowledge -- must be carefully and explicitly managed in all areas affected.

In other words, in people and organizations of all kinds, knowledge must b e managed effectively to ensure that the basic objectives are attained to the greatest extend possible. In this context, knowledge management in organizations must be considered from three perspectives with different horizons and purposes (and, require very different expertise) although they to a large extent rely on the same insights in to the organization's knowledge status.

These perspectives are:

1. Business Perspective -- which focuses on why , where, and to what extent the organization must invest in or exploit knowledge. Which strategies, products and services, alliances, acquisitions, or divestments should be considered from knowledge-related points of view.
2. Management Perspective -- which focuses on determining, organizing, directing, and monitoring knowledge-related activities required to achieve the desired business strategies and objectives.
3. Hands-On Operational Perspective -- which focuses on applying the expertise to conduct explicit knowledge-related work and tasks.

Business Perspective
Plan corporate strategy made possible by better knowledge management	Plan, create & market new products that rely on better knowledge	Redirect the business to create, deploy & exploit knowledge assets	Create joint ventures to facilitate knowledge exploitation
Management Perspective
Facilitate knowledge creation, acquisition, retention, transfer & usage	Monitor knowledge management processes & related hand-on functions.	Create knowledge management policies & practices	Determine required knowledge related activities & provide for resources.
Hands-on Operational Perspective
Survey knowledge status & available knowledge	Build human resources via education & training	Conduct R & D, Lessons Learned programs, etc.	Pool knowledge with expert networks & consultations.
Create knowledge inventory systems	Conduct educational programs.	Create & deploy KBS applications	Apply knowledge to work objects.

Historically, knowledge has always been managed, at least implicitly . However, effective and active knowledge management requires many new perspectives and techniques and touches on almost all facets of an organization. We need to develop a new discipline and prepare a cadre of knowledge professionals with a blend of expertise that we have not previously seen. This is our challenge!