People-focused knowledge management

1. Produce and Deliver Products and Services Reliably and Com-
petently (expectations for delivery of the basic work products
of the unit).
— Conduct and deliver work according to high professional
and craft standards and in the enterprise’s overall interest.
— Ascertain that deliverables are consistently of high 
quality.
— Ascertain that deliverables are consistently on time.
— Take responsibility for “completed staff work.”
3
— Always use best available knowledge.
— Always apply critical thinking
2. Secure and Improve Customer Relationships and Internal 
Contexts (expectations for maintaining or improving con-
texts — within the work environment, between different
departments and enterprise entities, between the enterprise 
and its customers, and between the enterprise and other 
stakeholders).
— Understand and satisfy customer needs and requirements
while meeting enterprise strategic intents.
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— Maintain and improve customer-enterprise relationships
and contexts.
— Collaborate, help coworkers, build positive relationships,
and network.
— Help implement corporate governance and curb and control
improper behavior.
3. Conserve Enterprise Resources (expectations for dealing effi-
ciently with enterprise resources, including time).
— Work productively — on target, efficiently, and be engaged.
— Use slack-time to improve the work environment, capture
knowledge, establish valuable internal and external con-
tacts, and so on.
— Use every opportunity to learn, share, and embed knowl-
edge — that is, build intellectual capital.
4. Renew Enterprise Capabilities (expectations for aiding in the
renewal of the enterprise).
— Innovate to improve enterprise capabilities in work
processes, the work environment, and all other areas.
— Envision opportunities for, and pursue improvements of,
new products and services.
Some service paradigms can also include factors that pertain to the
function’s major responsibility areas. Such general responsibilities
include:
Producing regular work deliverables
Dealing with difficult or unexpected challenges
Dealing with customers and markets
Dealing with learning, innovation, and growth
Conducting management, operational, and work practices
Dealing with enterprise and strategy
Dealing with the external world
Exhibiting appropriate appearance and general behavior
Other responsibilities
The second and fourth areas listed for the basic service paradigm
represent investments, whereas the first and third areas represent
activities of value realization. Models for what performance is
required and expected within an enterprise vary widely. Management
philosophies can differ greatly, and consequently, the authority given
an operating function or individual may be quite broad or, conversely,
very narrow.
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People-Focused Knowledge Management in Daily Operations
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Knowledge-Related Effectiveness and Efficiency
It would be a mistake to focus on the roles of knowledge in work
and enterprise performance and knowledge management without
dealing with associated effectivenesses and efficiencies. Knowledge
and KM processes must fulfill a wide spectrum of functions to
advance the enterprise’s performance without creating problems or
detracting from its functioning in any way. The processes must also
be well integrated and in balance with all other efforts that operate
and steer the organization.