People-focused knowledge management

Examples of Tools and Approaches: Knowledge landscape
mapping to determine general needs, opportunities, and overall
knowledge characteristics; knowledge strategy and priorities; dyna-
mic Economic Value Added (EVA
TM
) knowledge and knowledge-
related activity evaluations; incentive programs; infrastructure
supports; and KM monitoring capabilities. Knowledge management
professionals provide a wide range of supportive and proactive 
services based on extensive understanding of how knowledge is 
developed, possessed, and used, and becomes valuable on both 
the personal and organizational levels.
Intellectual Asset Management Focus
Knowledge (personal and enterprisewide structural knowledge),
from the perspective of being part of intellectual capital, can and
Examples of Knowledge Management Practices and Initiatives
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must be managed as other enterprise assets with regard to 
investments, utilization, risks, renewal and maintenance, new
exploitation opportunities, and so on, for the purpose of making
appropriate allocations of resources and securing sustained enter-
prise viability.
Purpose: Manage intellectual assets (intellectual capital) — people-
based knowledge, products, services, patents, technologies, practices,
customer relations, organizational arrangements, and other struc-
tural assets. Increase and leverage (exploit) knowledge-related 
assets to enhance the economic value and potential viability of the
enterprise.
Examples of Tools and Approaches: Identification of intellectual
asset needs; intellectual capital accounting philosophy and system;
evaluation of intellectual capital categories (patents, for example)
with identification of exploitation opportunities. Knowledge man-
agement professionals assist by mapping knowledge landscape, 
evaluating intellectual assets, and identifying needs or opportunities
for new ones.
Innovation and Knowledge Building Focus
(“Learning Organization”)
An enterprise can remain in a leadership position (sustain its via-
bility) only when it innovates and learns faster than its competitors.
Effective innovation and learning require a supportive environment
and extensive emphasis on internal opportunities and knowledge
exchange and learning from all sources — particularly from external
sources.
Purpose: Build better knowledge assets to be available within 
the enterprise for improved competitiveness through personal and
organizational innovation, organizational learning and R&D, and
acquisition of outside knowledge, supported by motivators to inno-
vate and capture valuable knowledge.