KM Strategy for Government Agency
This government agency was created from a number of existing organizations
- each with its own skills, history, culture, and geography. The knowledge management strategy was initiated along with a number of other initiatives, but no real understanding of what value it might add. There was an understandable senior management concern that knowledge management was about buying more expensive software that didn't work.
We developed our strategy through structured interviews throughout the organization
- and crucially with its customers. Yes, the organization had the expected troubles from merger - confusion, conflicting goals, fear and loathing - but it was already working hard at those. What it didn't know, and what it had no mechanism to know, was that its customers found it a poor partner, considered its cost exceeded its value by a factor of many, and hated working with it. It didn't manage its most crucial knowledge.
Our strategy was centred on its relationship with the customer, the creation of a single interface for all of its business, and the establishment of a feedback system.
R Buckminster Fuller