Guillermo A. Galdamez
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I would like to add my congratulations as well. You have an exciting challenge ahead of you!
There is a lot to unpack in your message, but I'll share some thoughts:
I whole-heartedly agree with Arthur when he says that "The KM journey is unique for every organisation as they start at different places and are looking for different ways to leverage their knowledge to optimise decisions and create value." When it comes to KM, often there is a limited application of a benchmark when comparing your organization to others because it can like comparing apples to oranges. This being said, it can help you and your stakeholders create a shared understanding of where you are, and where you want to go in terms of knowledge management.
I consider this critical if you want to elevate the KM function to a more strategic role. It needs to be closely aligned with the organization's own vision and objectives. Even if it sounds a bit obvious, a common pitfall is to end up doing KM for the sake of KM. In other words, having no clear link between KM activities and value. What is the value that matters? That is for the business to decide ;) Which brings me to the next point.
Getting people on board becomes easier if you can demonstrate what value you are delivering to them. My company's bread-and-butter is KM strategy, and we work with a lot of organizations around the globe, in a lot of different industries. One of the best approaches we have found is inspired in the agile methodology: run focused KM pilots. Choose an issue faced by your stakeholder, and run a KM-based solution for 3-6 months. You want to go for the low-hanging fruit: Something that may pose a low risk to the organization but can deliver quick wins. Involve your stakeholders throughout, and build on your successes: Adapt, expand, and iterate on each initiative. I feel like this fits in nicely with your desire to be perceived as a business enabler.
A final thought on this: Think of the value created by KM at the organizational level, the team level (i.e. middle management), and individual level.
This is usually one of the most difficult challenges. KM means a lot of things to different people (if it means anything at all!). Worse of all, for many of the staff in your organization, KM is one more burden piled on top of their day-to-day responsibilities. The way you incentivize your colleagues will be very different from one organization to the next. Some organizations may respond really well to initiatives like gamification, some colleagues may respond well to monetary incentives, while others may respond well to recognition. Often you will need strong support to overcome bad incentives that encourage people to hoard their knowledge.
Hope you find this helpful!
I know I didn't address the entirety of your questions, but I will follow up later when I gather more of my thoughts.
Best of luck!