Knowledge is for investigation, not for belief
Knowledge management system (KMS) is the brain of organization. Like the human brain captures knowledge using different senses, KMS should capture Organisational knowledge through different channels.
Like we use our own judgement in applying our knowledge in the right way, organizations should also build systems and culture to apply captured knowledge in most effective manner.
The culture should promote understanding and investigating knowledge. This helps in improving the knowledge. Blindly applying knowledge is risky in the long run.
Trying to define organisational knowledge too narrowly does not help. Knowledge evolves over time and it is highly context specific. Capturing context is also equally important.
Viewing KMS as an external (and often) isolated tool only limits the true power of KMS. It should be an integrated system communicating with various other systems.
KMS should ideally be a platform in the background communicating with all enterprise systems like ERP, CRM, PLM, etc.
Try to embed knowledge into processes and tools as much as possible without a need for explicit search or request.
De-skilling is one of the powerful knowledge management strategies. KMS should ideally reduce skill sets needed.
Balance between ‘push’ and ‘pull’ strategies while implementing knowledge management. Both in terms of capturing knowledge as well as using it.
Often people view knowledge management as a way to capture tacit knowledge in the form of explicit knowledge. While this is true, converting explicit knowledge into tacit knowledge for efficient execution is also important.
The scope of knowledge management is not just limited to internal knowledge. It should ideally cover external knowledge like market information, competitive data etc. Also, often people view employees as the only source for knowledge. Ideally, organisations should include extended workforce, distributors, retailers, suppliers etc. along with internal workforce as the source of knowledge. In fact, there are very good examples of organizations sharing their knowledge to build and expand an efficient ecosystem.
There are many other innovative strategies to capture knowledge, e.g. gamification, contests, virtual knowledge assistants etc. Advances in artificial intelligence, machine learning, data sciences etc. should help organizations build more advanced knowledge management capabilities into their systems.