UNIT 3 KNOWLEDAGE MANAGEMENT

What is core of strategic management and what is KM role in core of

strategic management?

CORE OF STRATEGIC MANAGEMENT

1. Vision and Mission
 Establishing a compelling vision and mission provides the
foundational purpose and long-term direction for the
organization589.
 These elements inspire stakeholders, guiding all strategic
decisions58.
Role of KM: KM identifies critical knowledge assets (tacit, implicit,
explicit) needed to fulfill the organization’s purpose

2. Goal and Objective Setting

 Defining specific, measurable, achievable, relevant, and time-bound
(SMART) goals and objectives translates the vision into actionable
targets578.
 Objectives provide clear direction for teams and departments5.
Role of KM: KM audits existing knowledge and identifies gaps to set
SMART objectives

3. Strategy Formulation
 Developing a roadmap or strategy outlines how the organization will
achieve its objectives, leveraging internal strengths and responding
to external opportunities and threats.
 This involves resource allocation and prioritization of initiatives5.
Role of KM: KM informs strategy by synthesizing cross-functional
knowledge (e.g., market trends, competitor analysis

4. Implementation
 Putting strategies into action through coordinated efforts across
departments ensures that plans are executed effectively57.
 Assigning responsibilities, setting timelines, and monitoring
progress are crucial for successful implementation57.
Role of KM: KM ensures seamless execution of plan by embedding
knowledge-sharing practices into workflows
5. Evaluation and Adaptation
 Continuous monitoring and assessment of strategy execution allow
organizations to adapt to changes, address challenges, and refine
plans as needed579.
 Agility and adaptability are essential, enabling organizations to
respond to evolving market conditions and maintain
competitiveness.

Role of KM: KM provides feedback loops through analytics on knowledge

usage, gaps, and innovation outcomes
PROCESS OF STRATEGIC MANAGEMENT

1. Goal Setting and Vision Definition

Establishing clear objectives aligned with the organization’s mission and
vision. This includes defining short-term and long-term goals related to
growth, market positioning, innovation, or operational efficiency.

2. Environmental Analysis

Conducting internal and external assessments:

 Internal analysis: Identifying strengths (e.g., core competencies)
and weaknesses (e.g., resource gaps)15.
 External analysis: Evaluating market trends, competition,
regulatory changes, and economic conditions to pinpoint
opportunities and threats146.
Tools like SWOT analysis are commonly used here35.

3. Strategy Formulation

Developing actionable plans to achieve objectives. This involves:

 Prioritizing goals based on resource availability, importance and
competitive advantages24.
 Selecting strategies such as cost leadership, differentiation, or
diversification36.
 Aligning operational and transformational strategies with the
business vision34.

4. Strategy Implementation
Executing plans through:
 Resource allocation (budget, personnel, technology)47.
 Structural adjustments (organizational design, workflows)67.
 Behavioral changes (leadership, corporate culture,
communication)67.
This phase often requires cross-functional coordination to ensure
alignment48.

5. Evaluation and Control

Monitoring performance using KPIs and feedback mechanisms to:
 Assess effectiveness of implemented strategies13.
 Identify deviations and make real-time adjustments46.
 Optimize processes for long-term sustainability
How Knowledge Management Becomes Integrated
with Strategic Management
1. Alignment with Business Strategy
 KM strategies are developed in close alignment with overall
business strategies and objectives, ensuring that knowledge
initiatives directly support the organization’s mission and long-term
goals7.
 A knowledge strategy is defined alongside the business strategy,
focusing on knowledge areas that have the highest impact on key
performance indicators and business ambitions5.
2. Top-Down Strategic Approach
 Effective integration starts with leadership buy-in and a top-down
approach, where senior management extends business strategy to
include a knowledge strategy. This ensures that KM is not isolated
but embedded in strategic planning and execution5.
 Organizations like Siemens use structured processes (e.g.,
Knowledge Strategy Process) to identify critical knowledge areas,
set objectives, and develop action plans that improve both working
and learning practices across the business5.
3. Systematic Knowledge Processes
 KM involves systematic processes such as knowledge creation,
acquisition, sharing, organization, and reuse, all of which are
designed to deliver the right knowledge to the right people at the
right time17.
 These processes are supported by technology, knowledge
repositories, communities of practice, and formalized sharing
mechanisms, making knowledge accessible and actionable for
strategic decision-making17.
4. Continuous Improvement and Measurement
 KM strategies include mechanisms for ongoing evaluation and
improvement, ensuring that knowledge assets evolve with changing
business needs and that their impact on strategic objectives is
measured and optimized15.

EXAMPLE

The case study is about Arkia, an Israeli domestic airline, and how it underwent a
knowledge-based strategic transformation in the early 1990s.

Here’s the summary:

1. Initial Situation:
o Arkia operated mainly in two areas: domestic flights and international charter
flights.
 o During a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis,
managers identified that Arkia had internal knowledge and competencies that
could be better utilized.
2. Strategic Action:
o To increase business, Arkia started offering vacation packages to Eilat (a
tourist city), including hotel rooms, car rentals, and recreational passes,
alongside flights.
o Edna, a panel advisor, suggested Arkia should multiply its sales channels
and sell tourism products independently of flights.
3. Resulting Innovations:
o Arkia opened a chain of travel agencies, expanding beyond just an airline
into the tourism business.
o Over time, Arkia also sold its airplane maintenance services to other
companies.
o They developed a culture where employees consistently asked, "What can we
sell that we haven’t sold yet?"
4. Becoming a Competitor:
o This mindset led Arkia to sell consulting services to other domestic airlines
and companies in other countries, advising them on knowledge management
and operations, effectively becoming a competitor to Edna.
5. Outcome:
o Arkia diversified its business significantly.
o By using its knowledge assets, it reduced its dependence on just flight
operations.
o Today, Arkia offers a wide range of services and has protected itself from
the volatility of the tourism industry in Israel.

HOW STRATEGIC MANAGEMENT IMPORTANT FOR KNOWLEDGE

MANAGEMENT

1)Alignment with Business Goals

Strategic management ensures KM initiatives directly support an
organization’s mission, vision, and objectives27. By integrating KM into
the strategic planning process, organizations identify knowledge gaps,
prioritize resources, and align knowledge assets (e.g., expertise,
processes, data) with long-term goals such as innovation, operational
efficiency, or market expansion. For example, Toyota’s Just-In-Time
production system relies on KM practices strategically aligned with its
operational excellence goals5.

2) Resource Optimization
Strategic management enables organizations to allocate resources
(financial, technological, human) effectively to KM initiatives78. This
includes investing in tools, training, and cultural changes that
facilitate knowledge sharing and retention46. Without strategic
prioritization, it lead to limiting their impact8.
3)Competitive Advantage
 A well-defined strategy transforms KM into a source of sustainable
competitive advantage5. By systematically capturing and leveraging
knowledge-such as customer insights-organizations differentiate
themselves in markets25. For instance, companies like IBM and
Google uses KM practices to drive innovation and agility, ensuring
rapid adaptation to market changes5.
4)Risk Mitigation
Strategic management helps organizations anticipate and address
knowledge-related risks, such as employee turnover or outdated
processes6. By identifying critical knowledge dependencies,
companies can implement retention strategies (e.g., mentorship
programs, documentation systems) to safeguard intellectual
capital36.
5) Cultural and Operational Cohesion

Strategic management fosters a culture where knowledge sharing is

incentivized and embedded in daily workflows. It breaks down silos
by aligning departmental objectives with enterprise-wide KM goals,
ensuring cross-functional collaboration and consistent
practices36. This cohesion enhances decision-making and reduces
redundancies78.

6) Measurement and Adaptation

Strategic management provide metrics to evaluate KM
effectiveness, such as knowledge reuse rates or innovation
outcomes. Continuous feedback loops enable organizations to refine
KM practices in response to evolving business needs or external
challenges

Do you think KM providing raw material to strategic management?

Yes, Knowledge Management (KM) provides raw material to Strategic Management.

KM captures, organizes, and shares knowledge, which becomes the input (raw material)
for strategic decision-making, planning, and innovation in Strategic Management.

Strategic managers use this knowledge to:

 Understand internal capabilities

 Analyze market trends
 Forecast risks and opportunities
 Make informed decisions

So, KM is a foundational support system for effective strategy formulation and execution.
ORGANIZATION PERSPECTIVE ON KNOWLEDGE MANAGEMENT

The organizational perspective on knowledge management (KM) views it as a strategic

approach to capturing, sharing, and effectively using knowledge to achieve business
goals.

From organization perspective, key ideas include:

 Knowledge as a valuable asset: Just like financial or physical resources, knowledge

(expertise, information, skills, experiences) is seen as a critical resource that gives the
organization a competitive advantage.
 Creating a knowledge-sharing culture: Organizations work toward foster
environments where employees feel encouraged to share ideas, insights, and lessons
learned rather than hoarding knowledge.
 Processes and systems: Organizations often set up formal systems (like databases,
intranets, collaboration platforms) and processes (like after-action reviews,
mentorship programs) to capture and distribute knowledge systematically.
 Innovation and learning: Effective KM helps organizations learn from past
successes and failures, encouraging innovation, faster problem-solving, and
continuous improvement.
 Alignment with strategy: Good KM practices are aligned with the organization's
overall strategic goals — helping to improve decision-making, enhance customer
service, shorten product development cycles, and retain critical knowledge when
employees leave.

Example: IBM - Ongoing Strategic Renewal

IBM’s long-term success is attributed to its unique strategy that
combines technological innovation and business management
innovation. The company is seen as a role model due to its ability to
continually renew its strategy and adapt to changing markets.

IBM’s ongoing strategic renewal is about constantly innovating, investing

in new technologies, and being willing to change its business model to
meet the evolving needs of the market. This approach has kept IBM
successful and relevant for many years.

Technological Innovation at IBM

1. Leadership in Research & Development (R&D)

 IBM consistently operates the largest R&D network in its field.

 For 17 consecutive years, IBM has led the U.S. in the number of
patents received.
 In 2009, IBM’s Israeli research labs received over 50 new U.S.
patents and ranked first among Israeli companies for U.S. patents.
2. Investment in R&D

 IBM invests over $6 billion annually in R&D.

 This investment supports acquiring new companies and
technologies, especially in software, making IBM’s offerings more
advanced and comprehensive.

3. Adapting to Market Needs

 IBM constantly adapts to changing market needs, shifting its

priorities as required.
 This ongoing renewal is described as a “sea change,” meaning IBM
is not afraid to completely focus its priorities to stay relevant.

4. Changing Business Focus

 IBM moved away from personal computers (like the ThinkPad) and
consumer hardware.
 The company exited the mobile computing and printing markets to
concentrate on areas where it could add more value for its clients,
such as business solutions and advanced software.

CONCLUSION
 Innovation is Central: IBM’s success is built on continuous
innovation in both technology and business strategy.
 Agility: The company’s willingness to shift focus and priorities
allows it to stay competitive over decades.
 Strategic Investments: Heavy investment in R&D and acquiring
new technologies keeps IBM at the forefront of the industry.
 Business Model Evolution: IBM’s shift from hardware to high-
value services and solutions is a prime example of strategic
renewal.

 GENERATING A KM SPECIFIC VISION

To generate a knowledge management (KM) vision, focus on strategic

alignment, accessibility, and organizational transformation.

Core Elements of a KM Vision

1. Strategic Alignment
 Link to business goals: Ensure the vision supports
organizational objectives like innovation, efficiency, or
customer satisfaction27.
  Measurable impact: Define how KM will improve decision-
making, reduce redundancies, or accelerate problem-solving.
2. Accessibility & Collaboration
 Centralized knowledge: Aim for a single platform where
employees can access expertise, best practices, and lessons
learned6.
 Cross-functional sharing: Promote a culture where
knowledge flows seamlessly between teams, locations, and
hierarchies26.
3. Future-Ready Transformation
 Continuous learning: Position KM as a driver of
organizational agility and adaptability.
 Innovation focus: Use KM to turn insights into actionable
strategies.

Industry-Specific Vision Examples

Sector KM Vision

"Revolutionize patient care by ensuring medical expertise transcends boundaries, delivering treatments
Healthcare informed by global best practices in real time"5.

Manufacturin "Establish the gold standard in operational knowledge, where every lesson learned drives safer, smarter
g production methods worldwide"5.

Technology "Build the most accessible knowledge repository in the sector, enabling frictionless innovation

"Create dynamic learning ecosystems where institutional knowledge adapts to empower students, faculty, and
Education communities".

"Lead the sector’s digital transformation by making safety protocols and technical expertise universally
Energy accessible, ensuring sustainable innovation"5.
  KNOWLEDGE CAPTURE AND CODIFICATION
Knowledge Management Strategies: Codification vs.
Personalization

Organizations adopt codification and personalization as primary

knowledge management (KM) strategies to balance explicit and tacit
knowledge sharing. These approaches differ in focus, implementation, and
economic models.

Codification Strategy
 Approach: "People-to-documents" – codifying explicit knowledge
into databases, manuals, or digital repositories for reuse145.
 Key Features:
 Technology-driven: Relies on IT systems for storage,
retrieval, and dissemination25.
 Economic Model: "Reuse economics" – high initial
investment in documentation, but lower marginal costs for
repeated access25.
 Use Cases: Ideal for standardized processes (e.g.,
manufacturing, customer support) where consistency and
scalability matter14.

Personalization Strategy
 Approach: "People-to-people" – fostering direct interactions to
share tacit knowledge through mentorship, expert networks, or
collaborative tools345.
 Key Features:
 Human-centric: Emphasizes socialization, trust, and
relationships to transfer context-specific insights23.
 Economic Model: "Expert economics" – leverages specialized
expertise for high-value, non-routine tasks (e.g., consulting,
R&D)25.
 Use Cases: Effective in innovation-driven fields or complex
problem-solving where tacit knowledge dominates

DEFINE MAJOR ROLE AND REPONSIBILITIES THAT

COME INTO PLAY DURING KNOWLEDGE CAPTURE
AND CODIFICATION
Major Roles and Responsibilities in Knowledge Capture and
Codification
1. Knowledge Developers/Experts
Role: Identify, extract, and structure tacit knowledge from individuals or
teams.
Responsibilities:
 Conduct interviews, workshops, or observations to capture
undocumented expertise57.
 Translate tacit knowledge (intuition, experience) into explicit
formats like decision trees, manuals, or cognitive maps158.
 Validate accuracy of codified content to ensure alignment with
organizational goals56.
2. Knowledge Managers
Role: Oversee the codification strategy and ensure systematic
organization.
Responsibilities:
 Design frameworks for categorizing, tagging, and storing
knowledge (e.g., using taxonomies or metadata)23.
 Implement knowledge management systems (e.g., Bloomfire)
to centralize repositories and enable searchability24.
 Monitor compliance with documentation standards and update
processes to reflect evolving needs26.
3. Organizational Leadership
Role: Foster a culture of knowledge sharing and allocate resources.
Responsibilities:
 Promote collaboration by encouraging employees to contribute
insights25.
 Invest in tools and training to streamline capture and
codification workflows27.
 Align codification efforts with strategic objectives (e.g.,
innovation, risk mitigation)25.
4. IT/Technology Teams
Role: Develop and maintain digital infrastructure for knowledge storage.
Responsibilities:
 Deploy knowledge management platforms with features like AI-
driven search and version control23.
 Ensure data security and accessibility across geographies or
departments25.
 Integrate tools (e.g., cognitive mapping software) to visualize
complex knowledge structures15.
5. End Users/Employees
Role: Utilize and contribute to codified knowledge.
Responsibilities:
 Apply documented knowledge to solve problems or improve
decision-making46.
 Provide feedback to refine content accuracy and usability25.
  Participate in knowledge-sharing initiatives to prevent
information silos78.
6. Compliance/Audit Teams
Role: Ensure compliance to regulatory and quality standards.
Responsibilities:
 Verify documentation meets industry-specific requirements (e.g.,
finance, manufacturing).
 Audit knowledge repositories periodically to remove outdated or
redundant information.

ANALYSIS THE TYPE OF KNOWLEDGE TO BE CAPTURE AND CODIFIED.

SELECT THE BEST APPROACH TO USED AND DISCUSS THE ADVANTAGE
AND SHORTCOMING FOR THE GIVEN KNOWLEDGE AND ELICITATION
APPLICATION

Types of Knowledge to Capture and Codify

Knowledge in organizations is generally categorized into two main types:
 Explicit Knowledge: This is knowledge that can be easily
articulated, documented, and shared.

Examples include manuals, procedures, databases, and written reports.

Explicit knowledge is straightforward to codify and is often the primary

focus of knowledge management systems.

 Tacit Knowledge: This is personal, context-specific knowledge,

often rooted in experience, intuition, and insight. Tacit knowledge is
harder to formalize and communicate, as it resides within
individuals and is often shared through direct interaction or
socialization.

Best Approach for Knowledge Capture and Codification

For Explicit Knowledge

 Use tools such as knowledge maps, decision trees, taxonomies, and
databases to systematically organize and store information25.
 Visual representations of mental models to make knowledge
structures clear and accessible45.

For Tacit Knowledge

 : Use interviews, storytelling and models to extract tacit knowledge
from experts and convert it into explicit forms.
  Facilitate knowledge sharing through mentoring, communities of
practice, and collaborative environments to transfer tacit knowledge
directly to explicit knowledge.

Recommended Approach

For most knowledge elicitation applications, a hybrid approach is

optimal:
 Codify explicit knowledge using structured documentation and
knowledge management tools.
 Capture tacit knowledge through expert interviews, workshops,
and collaborative platforms, then externalize and document key
insights where possible10.

Advantages and Shortcomings

Approach Advantages Shortcomings

- Easy to store, retrieve, and share

Explicit Knowledge - Reduces duplication - May not capture context or nuance
Codification - Facilitates training and onboarding110 - Risk of knowledge becoming outdated10

- Preserves valuable expertise

- Encourages innovation and - Difficult and time-consuming to extract
Tacit Knowledge Capture adaptability810 - May lose depth in codification10

- Maximizes knowledge retention - Resource-intensive

- Supports organizational learning - Requires strong knowledge-sharing
Hybrid Approach - Balances structure and flexibility culture10

 Document Registry

A Document Registry is a system or platform designed to

manage, store, and provide controlled access to documents-
ranging from property records and legal deeds to technical
committee documents and multimedia files.
 The term can refer to both specialized government systems and
general-purpose document management tools, depending on the
context.

Types of Document Registries

1. Document Control Register
A Document Control Register is a centralized list that identifies all
business documents, tracks their revision status, and ensures documents
are appropriately managed for compliance and operational needs.
 Typical Fields:
Document Number, Document Type, Document Name, Issue Date,
Revision Number, Description, Review Date, Owner5.
 Example:

Document Number Document Type Document Name Issue Date Revision Number Owner

001 Policy Work Health and Safety Policy 2024-01-01 1 ABC

002 Procedure Loader Operations 2024-01-15 0 XYZ

2. Electronic Document Registry

Used in digital environments, especially for sharing documents across
organizations or systems (e.g., healthcare, legal, or business). Follows
standards like ebXML for managing document metadata, submission sets,
and associations4.
 Key Object Types:
 DocumentEntry: Represents individual documents.
 SubmissionSet: Groups documents submitted together.
 Folder: Organizes related documents.
 Association: Defines relationships between documents
  Example ebXML Registry

3. Project Document Register

Common in construction, engineering, or large projects to track all project-
related documents, their revisions, status, and distribution6.
 Typical Fields:
Document id , Document Name ,version , author, owner, data
created, last update, status and remarks.
 Example:

Documen Document Versi Autho Owner Date Last Status Remarks

t ID Name on r Created Updated

A. Final
Project Sharm Project 2025-05- 2025-05- Approve signed
DOC-001 Charter 1.2 a Lead 01 12 d copy

Requirement M. BA 2025-05- 2025-05- Under

DOC-002 s Spec 0.9 Patel Team 03 10 Draft review

4. Registry of Legal or Official Documents

Maintained by government or regulatory bodies for official records such as
property documents, wills, or other legal instruments.
 Example:
 Certified copy of a registered property deed.
 Registry entry for a will, accessible only to authorized persons.
5. Digital System Document Register
 Description:
Software platforms (e.g., Quality Management Systems)
automatically generate and maintain a register of all documents
added to the system, often with search and audit functionalities7.
 Example:
 A list of uploaded policies, procedures, and forms, with
metadata.

Key Implications on organization:

1) Enhanced Efficiency and Productivity
A document registry ensures that documents are systematically
organized, making retrieval and access faster and more reliable. This
reduces time spent searching for files and minimizes disruptions caused
by misplaced or lost documents.

2) Improved Compliance and Legal Protection

a. Organizations face increasing regulatory requirements. A
document registry helps maintain compliance by ensuring that
records are properly retained, accessible, and disposed of in
accordance with legal standards.

b. Proper documentation and retention policies protect

organizations during audits, and regulatory inspections by
providing verifiable evidence of actions and decisions.
3) Risk Reduction and Information Security
a. A well-managed document registry reduces the risk of
unauthorized access, loss, or tampering with sensitive
information. This is essential for protecting intellectual
property, personal data, and confidential business records.

b. It also minimizes the risk of penalties, fines, or reputational

damage resulting from non-compliance or inability to produce
required records.
4) Support for Decision-Making and Accountability
a. Accurate, accessible records provide a reliable foundation for
management decisions, policy formulation, and business
planning5.

b. Transparent documentation enhances accountability, as

actions and decisions are clearly recorded and can be audited
or reviewed as needed5.
5) Cost Savings and Resource Optimization
a. By controlling the creation, storage, and disposal of records, a
document registry helps reduce unnecessary duplication and
storage costs.
 b. Efficient document management reduces the administrative
burden on staff, freeing up resources for more value-added
activities4.
6) Business Continuity and Knowledge Preservation
a. A document registry preserves an organization’s institutional
memory, ensuring that critical knowledge and historical
records are maintained for future reference and continuity,
especially during staff turnover or emergencies.

 What Is an Expert Directory?

An expert directory is an organized, searchable online database that
lists individuals recognized for their specialized knowledge, skills, or
experience in particular fields.

These directories are used by organizations, media, businesses, and the

general public to find and connect with subject-matter experts for
consulting, speaking engagements, research, media interviews, or
professional services.

Key Features of Expert Directories

1) Expert Profiles: Each expert typically has a profile including
contact information, biography, areas of expertise, and sometimes
availability or fee structure35.
2) Search and Filtering: Users can search or filter experts by criteria
such as name, location, field of expertise, language, or sector345.
3) Direct Contact: Many directories allow users to contact experts
directly, either through messaging systems or by providing
email/phone details78.
4) Verification and Endorsements: Some platforms include peer
endorsements, publication records, or require references to ensure
credibility and expertise65.
5) Sector-Specific or General: Directories may focus on specific
industries (e.g., legal expert witnesses, academic researchers,
export specialists) or be general-purpose.

EXAMPLE
Phone
Name Area of Expertise Organization Contact Email
Number
Dr. Jane (123) 456-
Data Science Tech University jane.smith@techu.edu
Smith 7890
Environment and Green legal (987) 654-
John Doe john.doe@secure.com
law network 3210

IMPLICATION IN ORGANISATION
1. Enhanced Knowledge Sharing and Transfer
  An expert directory enables efficient identification and access to
internal experts, facilitating the transfer of critical knowledge across
the organization156.

 By making expertise visible and accessible, organizations can

prevent knowledge silos and led to exchange of knowledge
especially to less experienced employees or new hires56.
2. Risk Mitigation of Knowledge Loss
 Organizations face substantial risks when experts leave, including
loss of accumulated experience, professional networks, and
innovative capacity5.

 An expert directory helps capture and retain institutional

knowledge, reducing the impact of turnover and supporting
continuity in key roles5.
3. Improved Collaboration and Problem Solving
 Expert Directories foster cross-functional collaboration by making it
easier to find and connect with the right experts for specific
challenges or projects16.

 This accelerates problem-solving, supports innovation, and

enhances organizational agility58.
4. Strategic Talent Development
 Expert directories can be used to identify gaps in organizational
expertise and inform learning and development (L&D) initiatives.

 They support succession planning by highlighting potential future

experts and facilitating mentorship or coaching relationships.
5. Recognition and Motivation of Experts
 Publicly acknowledging experts through a directory can serve as
recognition, motivating them to share their knowledge and remain
engaged within the organization6.

 Recognition and structured knowledge-sharing opportunities can

also help retain top talent6.
6. Organizational Adaptability and Competitive Advantage
 By leveraging internal expertise efficiently, organizations can
respond more quickly to market changes, customer needs, and
emerging opportunities.

 Access to expert knowledge supports innovation and helps maintain

a competitive edge

 COMMUNITIES OF PRACTISE
Communities of Practice (CoPs) are groups of people who share a common interest,
profession, or passion and who deepen their knowledge and expertise by interacting on an
ongoing basis. The concept was developed by Jean Lave and Wenger in the early 1990s.

Key Characteristics of Communities of Practice:

1. Domain:
The shared area of knowledge that gives the group its identity. For example, software
development, teaching, or project management.
2. Community:
The group of individuals who engage in joint activities, discussions, and help each
other. Relationships are built over time.
3. Practice:
The shared resources, such as tools, techniques, experiences, and stories, that
members develop together.

Benefits of Communities of Practice:

 Foster innovation through knowledge sharing.

 Preserve and disseminate tacit knowledge.
 Support professional development.
 Build organizational memory and collective intelligence.

Example

MindTree and Communities of Practice: In Short

MindTree adopted the “community of communities” model by
organizing employees into Communities of Practice (CoPs) based
on shared professional interests, skills, or technologies.
These CoPs were not formal departments but voluntary, self-organized
groups where members could collaborate, share knowledge, and solve
problems together.

Key Points:
 Formation:
MindTree encouraged the creation of CoPs around technical
domains (like Java, testing, project management) and business
interests. Participation was voluntary and cross-functional.
 Purpose:
The main aim was to foster knowledge sharing, innovation, and
professional growth beyond traditional organizational silos.
 Support:
The Knowledge Management (KM) team provided infrastructure,
tools (like internal wikis and forums), and recognition to active CoPs.
 Culture:
This approach aligned with MindTree’s values of learning, sharing,
and collaboration (part of their CLASS values).
 Impact:
CoPs helped MindTree quickly disseminate best practices, solve
technical challenges, and build a sense of belonging and identity
among employees.

 AFTER ACTION REVIEW

An After Action Review (AAR) is a structured, team-based reflective
exercise that takes place after a project, event, or significant activity.

Its main purpose is to facilitate team learning by analyzing what

happened, why it happened, what worked well, and what could be
improved for future efforts.

Unlike formal evaluations, AARs are typically conducted by the team itself
and do not require external experts.

Key Features of AARs in Knowledge Management

1) Structured Reflection: AARs provide a systematic way for teams
to reflect on their actions, outcomes, and processes immediately
after completing a task or project milestone.
2) Learning-Oriented: The primary goal is to learn from experience,
capture lessons learned, and identify best practices that can be
applied to future projects.
3) Inclusive and Participatory: They encourage input from all team
members, capturing diverse perspectives and fostering a culture of
openness and continuous improvement.
 4) Timely and Repetitive: AARs can be conducted at the end of a
project or after key events within a project, making learning a live
and ongoing process rather than a one-time activity5.
5) Internal Knowledge Sharing: Insights gained from AARs are
documented and shared within the organization, supporting
knowledge transfer and organizational learning46.

Typical AAR Questions

AARs commonly address four main questions:
 What was supposed to happen?
 What actually happened?
 Why were there differences?
 What can we learn for next time?

Benefits in Knowledge Management

 Captures tacit knowledge that might otherwise be lost.
 Documents lessons learned and best practices for future
reference.
 Improves team performance by identifying actionable
improvements.
 Facilitates knowledge transfer across teams and projects.

Example: WordPress and After Action Reviews

WordPress, the widely used website platform, provides a clear example of

how companies use After Action Reviews (AARs).

When WordPress released version 5.5, users quickly reported issues with
the update. The company responded by conducting an internal review to
analyze what went wrong, drawing on user feedback and technical data.

As a result of this AAR process, WordPress rapidly released follow-up

updates (5.5.1, 5.5.2, etc.) to address and fix the problems identified. This
cycle of reflection, learning, and improvement allowed WordPress to
enhance its product quality and user satisfaction. The company’s
approach demonstrates how software companies can leverage AARs to
continuously improve products by capturing lessons learned and acting on
them quickly.

Knowledge Audit?
A knowledge audit is a systematic process that involves identifying,
mapping, and evaluating the knowledge assets within an organization.
 It assesses what knowledge exists, where it is stored, how it is used, and
how effectively it is shared across the organization.

The audit covers both explicit knowledge (documented information) and

tacit knowledge (know-how residing in employees’ heads).

Steps in a Knowledge Audit

1. Clarify Objectives
Define why the audit is being conducted and what it aims to
achieve.

2. Assemble an Audit Team

Gather stakeholders from across the organization to provide a
comprehensive perspective.

3. Inventory Existing Knowledge

Catalog all knowledge assets, including documents, databases, and
expert know-how. Consider both explicit and tacit knowledge.

4. Analyze Knowledge Flow

Examine how knowledge moves within the organization, who
accesses it, and how it is shared.

5. Identify Gaps and Obstacles

Highlight missing knowledge, duplication, inefficiencies, and barriers
to sharing.
6. Report Findings and Recommendations
Summarize the current state, pinpoint critical gaps, and suggest
actions for improvement.

Benefits of a Knowledge Audit

1) Provides a clear picture of organizational knowledge assets and
their utilization
2) Identifies knowledge gaps and areas for improvement
3) Reduces duplication and information silos
4) Informs the development of effective knowledge management
strategies
5) Supports better decision-making and organizational learning

EXAMPLE

Dime Community Bank is a notable example of a company that

conducted a knowledge audit to modernize its knowledge management
practices.
 After a merger, Dime Community Bank discovered through a knowledge
audit that much of the content in their legacy system was outdated and
difficult to update. The audit process enabled them to identify which
knowledge assets were valuable and which were obsolete.

As a result, they performed a content clean-up and migrated all up-to-

date, relevant content to a new, searchable knowledge management
platform. This transition made knowledge accessible to over 800
employees, improved decision-making, and aligned the knowledge
platform with the organization’s core values.

 Knowledge peer / assist

A peer assist in knowledge management is a structured, facilitated
meeting where a team facing a challenge or starting a new project invites
peers with relevant experience-often from other teams or organizations-to
share their knowledge, insights, and lessons learned.

The main goal is to "learn before doing,".

How Peer Assists Work

1) The team seeking help defines its challenge or problem and invites
peers who have faced similar situations14.
2) The session is typically facilitated and can last from a few hours to a
few days, depending on the complexity of the issue4.
3) The host team presents its plans, objectives, and challenges.
4) Invited peers share their experiences, offer feedback, suggest new
approaches, and identify potential risks or opportunities245.
5) The host team is not obligated to implement the advice but uses it
as valuable input to improve their project or process4.

Key Benefits
 Accelerates knowledge transfer and learning within or between
organizations56.
 Provides practical, experience-based insights tailored to a specific
problem or task26.
 Encourages networking, cross-team collaboration, and the
development of an open learning culture36.
 Helps teams identify new lines of inquiry and innovative solutions.

When to Use a Peer Assist

 At the start of a new project or when facing a specific challenge.
 When a team can benefit from the experience of others who have
tackled similar issues8.
 Before committing to a particular course of action, to maximize the
value of external knowledge5.

 Knowledge Mapping
Knowledge mapping is a knowledge management technique that involves
creating visual representations-often in the form of diagrams or maps-of
where knowledge exists within an organization, how it flows, and who
holds critical expertise.

These maps help organizations identify sources, holders, and gaps in

knowledge, making it easier to access, share, and manage both explicit
(documented) and tacit (experiential) knowledge.

Key Features and Elements

 Visual Representation: Knowledge maps use nodes and
connections to show the relationships between knowledge areas,
resources, and experts.

 Types of Knowledge: They distinguish between explicit knowledge

(easily documented and shared) and tacit knowledge (held in
people’s heads and transferred through mentoring or experience)5.

 Scope: Maps can focus on processes, roles, competencies,

functions, or strategic priorities7.

 Purpose: They clarify where knowledge is, how it moves, and

where bottlenecks or gaps exist, supporting better decision-making
and knowledge transfer.

The Knowledge Mapping Process

1. Identify Knowledge Areas: Determine which knowledge is critical
for the organization and where it resides. This may involve
interviews, process maps, or knowledge audits37.
2. Create the Map: Use mapping tools or templates to visually
connect knowledge sources, holders, and flows35.
3. Analyze for Gaps and Risks: Review the map with stakeholders to
identify knowledge gaps, sharing barriers, and at-risk knowledge37.
4. Take Action: Use insights from the map to address knowledge
gaps, improve knowledge flow, and support onboarding or training
initiatives37.

Benefits of Knowledge Mapping

 Faster Onboarding: Helps new employees quickly locate essential
resources and expertise13.
  Risk Management: Identifies at-risk knowledge and prevents loss
when employees leave37.
 Improved Collaboration: Makes it easier for teams to find and
share expertise15.
 Strategic Planning: Supports better alignment of knowledge
assets with business goals.

Technique Description Best For

Mind Mapping Free-form, node-based visual mapping Brainstorming, idea generation

Concept Mapping Structured, shows relationships between concepts Understanding complex domains

Process Mapping Step-by-step task documentation Procedural knowledge transfer

EXAMPLE
Siemens is a notable example of a company that has successfully
implemented knowledge mapping as part of its knowledge management
strategy.

Siemens developed a web-based Knowledge Management System called

ShareNet, which served as a valuable knowledge repository accessible to
all employees.

This system enhanced global collaboration and competition within the

company by making critical knowledge easily available and facilitating
knowledge sharing across different departments and regions. The
implementation of ShareNet led to significant business benefits, including
increased sales and a strong return on investment, demonstrating the
tangible value of effective knowledge mapping and management.

Challenges and Barriers to KM life cycle

1. Technological Barriers
 Outdated IT infrastructure can hinder the adoption of modern KM
systems69.
 Complexity and poor usability of the system may discourage use8.
 There is also concern for Information security concerns and lack of
appropriate IT tools.
 2. Organizational Barriers
 Lack of management commitment and leadership support reduces
motivation and resource allocation69.
 Resistance to change is common, as employees may be fearful of
new processes69.
 Inadequate reward and recognition systems fail to incentivize
knowledge sharing.

3. Individual Barriers
 Shortage of skilled personnel to manage and use the KMS
effectively689.
 Lack of time and motivation among employees to contribute or
document knowledge689.
 Fear of losing power or job security by sharing unique expertise8.
 Reluctance to share knowledge due to trust issues or demographic
differences.

4. Systemic Barriers
 Poor quality or outdated knowledge in the system leads to
information overload or irrelevance8.
 Difficulties in accessing or retrieving knowledge due to poor system
design6.