People-focused knowledge management

Enterprise Focus
Understanding that competitiveness requires innovating and
learning faster than competitors and that deliberate and sys-
tematic KM is the key to achieve objectives.
Understanding that strategies are implemented by the rank-and-
file and that the workforce needs in-depth understanding of
enterprise goals and of how they, as individuals, contribute and
benefit from delivering effective work.
New approaches to make personnel at all levels know and
understand enterprise strategy and appreciate how they, as 
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individuals, can participate in implementing enterprise strategy
and intents.
Powerful new methods for transfer of personal knowledge into
structural IC, including targeted ontologies.
Knowledge diagnostics and related analysis approaches to iden-
tify, describe, and find the means to address critical knowledge
functions and opportunities. Most of these approaches require
expertise and insights into several disciplines and are based on
an understanding of underlying knowledge-related mechanisms
that affect work and performance.
A new awareness is emerging among KM practitioners and 
theoreticians that KM in the global economy must become more
effective. Several issues have emerged.
The KM scope must be broadened not only to include opera-
tional considerations, but also to be colinear with the enterprise
(company, city, country) strategy, direction, and purpose.
(Buckman 2004)
The KM scope must be broadened to focus on long-term via-
bility, constrained by the needs to secure short-term survival (to
avoid bankruptcy, for example).
Enterprise KM must be practiced according to “benevolent IC 
governance,” that is, utilizing gentle and flexible top-down
visioning and planning while avoiding regimentation and
bureaucratization.
KM efforts must be self-sustaining and self-renewing, requiring
that KM (i.e., IC leveraging mentality) become an automatic and
integral part of everybody “living the job.”
KM must be people-focused, not technology-centric, and must
rely on people-related mechanisms such as storytelling, com-
munities of practice (CoP), and social networking.
KM must be in harmony with culture and with the joint values
of the enterprise, employees, and external stakeholders.
Modern IT is vital, at this time primarily for simple automation
and the KM-infrastructure, but at a later time also for intelli-
gent applications (in part to offload reasoning and other mental
tasks from knowledge workers).
There is a need to conceptualize an integrated perspective of all
the “pieces” of KM into a greater, systematic, and coordinated
whole. The effectiveness of KM is reduced when many efforts,
such as knowledge sharing, storytelling, communities of prac-
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People-Focused Knowledge Management
tice, knowledge harvesting, and IT-based KM systems, are found
to work in isolation and at cross purposes.