An Introduction to Knowledge Management Strategy
Knowledge Management is the set of tools and processes organizations use to capture, search for, and receive information and make it into useful knowledge. The goal is that–as one of my clients states as their knowledge management motto–when one person learns something, the whole organization gets smarter.
Every nonprofit organization has a set of knowledge management practices, but in my experience, few have a formal strategy. To me, a strategy should be more than a set of practical guidelines for where to store files, though that might be a component. The strategy should explain why knowledge management matters and offer guiding principles to help team members make decisions that support the knowledge management objectives.
What are the components of knowledge management strategy?
The strategy I developed with the client mentioned above, a global sustainability organization where I serve as a fractional CIO, is captured in a document with these sections:
Definition - We define knowledge management in simple terms, offering a few examples of tools and processes that are connected to it.
Why Knowledge Management Matters - In the document, we paint a picture of what different activities might look like with strong knowledge management, contrasting that with weak knowledge management. For example, with strong knowledge management: “It’s easy to find people and communities with knowledge to share, and we’re aware of what’s happening throughout the organization.” With weak knowledge management: “Experts are invisible, mentorship is stifled, learning curves are steeper, and people are not helping each other succeed.”
Vision - There are a few concise statements about what we are striving for, and importantly, what evidence will tell us we are achieving our vision.
Guiding Principles - Here we list just five guiding principles, including my favorite: “Technology will never fully replace the role of humans in helping each other find things.”
Practices - This section provides some detail on People, Processes, and Technology tools that support the strategy. We describe the role of the senior leadership team and communities of practice. We note formal processes like best practice identification and trimester reporting. We provide some guidance on use of technology systems, such as keeping working documents in shared drives.
How did we develop this strategy? I worked with a member of the senior leadership team to draft the strategy document. Then we got input from representatives of various functions and regions, which helped us revise it to be more clear and relevant. The full leadership team ratified and adopted the strategy shortly thereafter. We are now in a period of testing, applying the strategy to situations as they arise, and noting whether it is a helpful guide and whether behavior is aligning with its principles.
Nonprofits, start here
Knowledge management seems particularly important in nonprofit organizations, given their tendency toward a high level of collaboration and reliance on volunteers, which adds complexity to the way information gets captured and shared. The organizations working on some of the world’s toughest and most meaningful issues have an imperative to prioritize learning and knowledge sharing.
If your nonprofit organization wants to get started developing a knowledge management strategy, here are a few questions you could ask:
How could strong knowledge management advance your mission and effectiveness? Be specific.
Who should hold responsibility for knowledge management?
Where are the two or three opportunities to improve knowledge management? Maybe start with one easy win and one larger and more impactful change. Consider people, processes, and tools.
