Creating Knowledge Management Strategy and Business Case Essay

The executive sponsor and / or "knowledge champions" are major players in the team KM needed to support this program to management. A "knowledge champions" is an advocate of the program and work with the executive sponsor. In addition, the project leader (manager KM) have identified, and are responsible for developing a knowledge strategy and business case. It is highly recommended that these individuals have some KM training and / or experience. Many larger organizations have been appointed as "Chief Knowledge Officer" who build the base of support at all levels of management and guide strategy and policy for the activity.
Members of the team should have a good mix of business knowledge, technical competence and social competence. specialized skills should include communication, leadership, negotiation skills, strategic planning, knowledge about KM methodology and information technology, and expertise in internal business processes. Team members may include lead-interface design, lead training, technical architect, lead organizations, and "super-user" (Robb, 2003). A "super-user" is a visionary who can influence the consumer society. KM another role that may be required as the building program including content editor, web developer, mentor, coach, role of HR, knowledge navigator, and publishers.
Step 2 - Creating Knowledge Management Strategy and Business Case
The main objective of corporate KM program is to support the achievement of strategic business objectives (Hariharan, 2002). Therefore, the starting point for KM is to understand the organization's business strategy. traditional framework of strengths, weaknesses, opportunities, threats (SWOT), provide the basis for a strategy of knowledge (Zack, 1999). Firms need to do a SWOT analysis based on the knowledge to better understand the strengths and weaknesses of their eyes. After mapping the competitive position of the company, organizations can create a gap analysis. The gap between what firms must do to compete and what the firm does represent a strategic gap. The gap between what a firm must know and what you know is the firm knowledge gap.
Organizations need to identify the extent to which existing knowledge is in line with the strategic requirements. From this analysis, organizations can determine the necessary knowledge developed or acquired. Knowledge requirements will determine where to focus KM. Paper from Al-Ammary & Fung (2008) shows that the alignment between business strategy and knowledge strategy clearly affect the performance of the organization. KM activities should be directed to the areas of strategic importance to the organization of the largest and resolve business issues. Another way to identify where to start is to examine the improvement initiatives undertaken or planned (Seeley & Dietrick, 2000). Some of these initiatives can be accelerated or improved by KM.
Another task required before an organization implementing KM initiatives is to create a business case. A set of guidelines intended to help champion science in their efforts to successfully justify the KM program is given in Yelden & Albers (2004). Once the knowledge opportunities have been identified, a cost benefit analysis should be done. Skyrme (2001) pointed out that there are only three main areas on