Knowledge management is often viewed as a supply side issue. As a result, business benefits don’t materialize. Management commitment is a key component in the ability to derive substantial and quantifiable benefits from knowledge management initiatives. Many leaders look at knowledge technology as both the solution and the benefit, and have internal structures that are unable to capitalize on the organization’s knowledge assets. All of these factors result in a reluctance to adopt a culture of leveraging knowledge to derive real business benefits.
The Concept Searching Difference
Leverage all Knowledge Assets
Use Corporate Memory for Business Advantage
Eliminate Manual Intervention and Tagging
Before information is transformed into knowledge, it must be captured from within the organization. It is hypothesized that these harvesting activities lead to competitive advantage. During the transformation the lines begin to blur between information and knowledge. Most organizations are still seeking information as opposed to knowledge that may be useful to the strategic initiatives of the organization. Research indicates that knowledge acquisition is positively correlated with knowledge exploitation for competitive advantage and linked to tangible differentiation in the marketplace. A culture of collaboration among staff begins the process of capturing tacit knowledge and turning it into knowledge assets which typically generates strategic mechanisms for achieving company objectives. Without knowledge management how do you know what you know? Simple answer – you don’t.