VIEWPOINT CONSULT
Knowledge management
Realization of knowledge management projects
The field of knowledge management (KM) probably ranks among the large challenges and holds immense potential. Enterprises are challenged to secure knowledge, to prepare and to transfer it in suitable form. Thereby also the cyclic actualization and clearing of data, information and knowledge experiences a high value.
We understand KM as process, which is to be provided with suitable attending measures. It generally applies to find the correct balance between the knowledge balance (strategic level) and the knowledge management (operational level). Most substantial element are all persons involved. Know-how is often difficult to seize and requires generation-spreading communication and integration.
Procedure
Collection of the strategic adjustment
Analysis and production of a knowledge map
Workshops to identify the needs and to assign priorities
Elaboration of individual measures
Process company and evaluation
For us KM is not a piece of software, which is feeded with data in order to generate results by mouse-clicks, but rather a bundle of individual measures. Naturally the support by suitable IT-instruments often assists during the realization.
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Knowledege blocks
Knowledege blocks
Knowledge and experience
There is considerable readiness to embrace topics in relation to "knowledge" and "employees". The enterprise specific situation has a substantial influence on knowledge management. The more specialised products are, the greater identification is and the integration of the employees into knowledge transfer will function better.
Altogether naturally the basic conditions play a large role: in order to be able to develop further, necessary resources must be available and time for further training and reflection must be given. A lot of competence often remains in the background: a great deal of talent and knowledge are seen as such matter of course, that they are not noticed at all by those concerned. If however there is awareness, then ample readiness exists to transfer knowledge to others e.g. as well documented procedures.
Knowledege transfer means communication
Often the final result is noticeable, i.e. "the knowledge of the employees" in general. Little attention is given to the clarification of which knowledge is of concrete interest to the enterprise and how employees can make it available without impacting too heavily on their working time. Knowledge transfer costs time!
In order to approach the project "knowledge management and transfer of know-how" systematically, it is initially necessary to determine suitable communication structures: in order to transfer individual knowledge and experience and to make advancement and usage possible on an operational level.