Re: Chief Knowledge Officer duties #value #strategy


Stan Garfield
 

A KM leader needs to perform the following tasks:

 

1.     Improve business results by institutionalizing a knowledge sharing culture.  With the help of the senior executive and the other leaders in the organization, take steps to achieve a positive culture which rewards caring, sharing, and daring.

 

2.     Define, maintain, and execute the KM implementation plan for the organization.  This is the overall program plan for the KM initiative.

 

3.     Define, communicate, and implement people, process, and technology components for sharing, innovating, reusing, collaborating, and learning.  These are the core elements that enable the KM program.

 

4.     Define KM measurements and rewards for the organization and KM goals for all relevant members.  This aligns individual and organizational objectives.

 

5.     Report regularly on the organization's performance against KM metrics.  This lets the leadership team know how the program is progressing.

 

6.     Implement action plans for people, process, and technology projects.  These are the detailed implementation plans for each project leader.

 

7.     Lead the organization's KM teams.  These include the program staff, the core team, and the KM community.

 

8.     Manage the organization's KM communications.  This keeps all users informed on the program.

 

9.     Actively participate in communities.  Model the desired behaviors by being visible as a leader and member of multiple internal and external communities.

 

10.  Network with other KM Leaders.  Demonstrate the use of social networks to stay current in the field of knowledge management.

 

According to SIKM member Peter West, "The differentiator rests with the organization-wide awareness-raising, focus, passion and leadership that a knowledge manager can instill. The concern that many have with the formal identification of a knowledge manager (or a chief knowledge officer) is that it may inadvertently convey the message that knowledge processes and, more importantly, knowledge responsibilities have been centralized. Unfortunately, some knowledge managers become knowledge bottlenecks instead of knowledge conduits."

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