According to a July 2012 McKinsey study, your employees spend up to 20% of their workweek compensating for a lack of embedded knowledge-sharing processes across your organization. The advent of Big Data will only make it worse.
The traditional technique of getting shiny new technology and rolling it out to the organization only brings failure — early and often. We aren’t alone in saying this. John Ragsdale, VP for Research at industry association TSIA released the 2014 State of Knowledge Management Report with the stunning statistic:
48% of employee-facing knowledge implementations and 39% of customer-facing knowledge implementations are on their 3rd, 4th, 5th or more solution in recent memory.
The two biggest reasons?
- Fixation on technology alone, ignoring the people and process side of the equation.
- “What’s in it for Me” is not addressed.
So if you are an executive in an enterprise about to drop thousands or millions of dollars on the launch/re-launch of your knowledge implementation, what should you do?
Simply rolling out your knowledge implementation with a one size fits all approach (peanut butter spread) or throwing as many resources as you can afford at the problem (spray and pray) will result in wasted effort and energies solving the wrong problems.
Often each group and management layer has a different set of issues that need to be addressed before they can properly make use of the new technology you want to deploy. (Similarly, if you are a vendor of tools, or a systems integrator, it is in your interest and the client’s interest to make sure these are addressed before the launch/re-launch. Otherwise, you will be the ones blamed when the technology “fails.”)
In our experience working with organizations of all sizes around the world, the following are the dimensions you should look at in the context of how it impacts knowledge-sharing readiness.
- How open to change is your organization?
- What resources are already in place to support process changes?
- Who benefits and how?
- How is your organization set up today, and where are the gaps?
For example: Does the technical team in the mother ship (HQ) in Silicon Valley reward a ‘ hero complex‘ culture, where processes favor hoarding knowledge, rather than ensuring the root cause of poor customer experience is removed? Does the team in Singapore have a culture where leadership rewards ‘command and control’ versus collaboration? Does the team in Bangalore need a different style of communication with much more context than the team in London?
The Klever Enterprise Assessment distills more than two decades of consulting down to 14 questions your employees can complete online in just minutes.
Once completed, Klever calibrates the results, provides a preliminary view of your organization’s readiness to share knowledge, and provides specific, actionable advice you’ll need to roll out your knowledge program. We will also work with you to establish a benchmark from which to measure the success of your knowledge programs.
Register everyone on your team for Knowledge Sharing Skills Everyone Can Master, the best 30 minutes of training you’ll complete.