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Leadership and Knowledge Management

It’s one thing to possess knowledge, but it’s quite another thing to leverage it. Leaders who don’t understand the value of distributable and actionable knowledge not only limit opportunities, but they’re also building huge contingent operating liabilities. One of great challenges for any leader is to break down cultural tendencies that foster silo-centric thought patterns. Savvy leaders understand that controlling knowledge diminishes value, while releasing knowledge creates value.  In the text that follows I’ll share 3 tips that will help leaders become successful in the efficient and effective distribution of  knowledge across the enterprise.

We have all heard the saying that “knowledge is power” we’ve all also heard the refinement of that saying which states that “the application of knowledge is power”. I prefer to take it one step further and say that “the successful application of knowledge at the right time, for the right reasons, and with the proper emphasis results in a certainty of execution that creates influence and adds value.” Leaders who understand the catalytic power of properly applied knowledge will not only be able to leverage knowledge to increase returns, but also be able to protect knowledge to mitigate risk.

Let’s begin by defining knowledge management (KM)…While this alone may spur fierce debate, for simplicity sake I’ll define knowledge management as: “an organization’s ability to collect and convert data into information, turn information into knowledge, and knowledge into an operating advantage.” The operational advantage created through effective KM should allow an enterprise to effectively address current needs as well as to strategically drive innovation and forward planning.

Put more simply, a corporation’s employees must be able to acquire knowledge (learning), transfer knowledge (out of the head and into an information system), apply knowledge (from the information system into an actionable event), manage knowledge (execute with focus, timing and precision), and secure knowledge (keep it from evaporating or even worse from walking out the door to a competitor). Let’s see if we can bring this issue a bit closer to home for some of you…Ask yourself the following questions:

  • Have you ever had a disruption in business continuity because someone who possessed a wealth of experience and/or information retired, quit or was terminated?
  • Have you ever lost a deal or had a major operational problem because somewhere in your organization the right hand didn’t know what the left hand was doing?
  • Have you ever found yourself in the unenviable position of desiring to terminate an employee only to be held hostage by the fear of losing the knowledge that they possess?

While I could go on ad-nauseum with day-to-day operating examples of how a lack of KM discipline can adversely affect a business, I think I’ve probably dredged-up enough painful memories for now. So, let’s turn our attention to the following 3 practices/concepts that can immediately be used to implement a KM system for your business:

  1. KM is more about people than systems: In order for KM to flourish in a corporate environment the business must value data, information, business intelligence, research and other forms of knowledge as a strategic corporate asset. Furthermore, KM must be recognized as one of the core elements of your corporate culture. Encourage and reward collaboration, the public sharing of knowledge, and education processes to create and scale knowledge.
  2. While KM is more about people and culture than systems, you still need a system: Start with some basic wire-framing that creates an ontology with taxonomies that develop standard business rules, logic, process, naming conventions, file protocols, nomenclature and other heterogeneous standards that put everyone on the same system. By requiring everyone to work on the same platform and environment, and within the same toolsets a certain sense of continuity and community is developed. Develop a mantra of “document, document and when in doubt, document” and make this as painless as possible. There is an old technology axiom that states “usability drives adoptability”. Whatever toolset you select must be easy to use so that it is viewed by employees as something that makes their job easier, not more difficult. That said, there is a plethora of add water and mix content management systems, workflow collaboration tools, and KM solutions that are affordable and easy to use.
  3. Protect your corporate knowledge:  All employees should sign work for hire, non-disclosure, non-compete and non-circumvention agreements that make sure that all knowledge developed will remain corporate knowledge. Furthermore make it a practice to utilize copyrights, service marks, trademarks, license agreements, patents and other intellectual property protections to protect the corporate investment into knowledge assets.

The bottom line is that you can harness disparate elements of data and information and convert them into corporate knowledge assets to create a sustainable competitive advantage, or you can choose to sit back and conduct business as usual The choice is yours. Thoughts?

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    Geoff Webb

    February 23, 2011 at 1:22 pm

    Good advice, Mike; I really enjoy your insights.

    The only thing I’d add (and this is from personal experience) is to make sure that if you’re having your employees sign restricting agreements, that you:

    1. Compensate them appropriately

    2. Do it in such a way that doesn’t erode trust

    I totally agree that these agreements are necessary so there’s no question about who owns what.

      Mike Myatt

      February 23, 2011 at 3:27 pm

      Hi Geoff:

      Thanks for the kind words as well as the sound additions to the thought stream. Any agreements put in place absent your advice will be counter productive in that they’ll motivate circumvention not mitigate it. Thanks for stopping by Geoff.

    Mike Myatt

    February 23, 2011 at 3:29 pm

    Thanks for sharing the great insights Michael.

    Mpuse Phokeng

    February 23, 2011 at 4:02 pm

    One important factor is making sure that you recruit the right type of personalities that will fit into the designed culture and will nature it.

    John Clarkson

    February 23, 2011 at 8:52 pm

    There may be many corporations that require “works-for-hire” and IP releases from employees, but few who do anything with the IP created by those same people. In overwhelming number of cases, when people leave, the Kn goes with them.

      Mike Myatt

      February 23, 2011 at 10:48 pm

      Hi John:

      I tend to agree with you that many businesses fail to maximize opportunities surrounding corporate knowledge. I also tend to agree that much of the time Kn leaves with the departed employee. That said, a sound KM process that becomes culturally ingrained can help mitigate these problems. Thanks for stopping by John.


    February 24, 2011 at 3:11 pm

    Excellent piece, Mike.

    Mike Myatt

    February 24, 2011 at 4:20 pm

    Thanks for sharing Keith. Your comment is like having another entire post on the subject at hand. Your passion for KM clearly shows and I’m grateful for your insights. Thanks again for stopping by Keith…


    February 24, 2011 at 5:55 pm

    I’m curious about the applicability to Government: with Open / Sunshine laws, the ‘protect your corporate knowledge’ would seem to be difficult/impossible in the arena where ‘Government work CAN’T be copyrighted’.

      Mike Myatt

      February 24, 2011 at 9:47 pm

      Thanks for your comment and question. I’m not overly well versed with the ins-and-outs of KM in the federal domain. That said, while the protection side of the equation has some obvious constraints, nowhere is there a greater need for the collaboration and distribution components. If anyone reading this thought stream can answer RW’s question I’d be most grateful.

    […] Leadership and Knowledge Management | N2Growth Blog. […]

    Alan M.

    February 24, 2011 at 9:19 pm

    Thank you very much for your insights. As a public educator, I will definitely use this as a framework as I continue to work with my staff on making data-driven decisions. For us, it is the collection of the right data that we can turn into information and use it to plan for the future. We continue struggling with what the right data is. Education can learn from business.

    […] Leur gestion s’appelle, en bon français, le knowledge management (ou KM). Je vous renvoie à l’article de Mike Myatt, Chief Strategy Officer, N2growth qui pointe les raisons pour lesquelles les organisations doivent gérer leurs connaissances. […]

    Poul Andreassen

    February 25, 2011 at 3:27 pm

    Knowledge and leadership are two things which go hand in hand…

    Higherlife International

    February 25, 2011 at 6:40 pm

    Thanks for these great thoughts. Its really enriching.

    Links for Feb 27 2001 | Eric D. Brown

    February 27, 2011 at 8:29 am

    […] get just about all the services that previously required local expertise from a web site somewhere.Leadership and Knowledge Management by Mike Myatt on N2Growth BlogQuote: It’s one thing to possess knowledge, but it’s quite another thing to leverage it. Leaders […]


    January 28, 2012 at 7:04 am

    This is very interesting; I agree knowledge
    management is about people than systems. It can be made part of the organizational
    culture by being imbedded on the organizational processed. Systems can be used
    to capture that information and store it as part of its assets.

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