Knowledge management and technology: changing the rules of the game

Eric Woods, Research Director

It is generally accepted today that knowledge management is entering a new phase in its evolution. Views differ on the detailed characteristics of this phase but there is also broad agreement on many of the main themes. Going forward, the task facing the knowledge management movement is to engage at both higher and deeper levels within organisations. Developments in areas such as knowledge management and complexity theory, social network analysis, knowledge process design and organisational narrative will all play a key role in this evolution.

Many writers would like to see next-generation knowledge management move away from technology issues. The reasoning behind this view is easy to see. There have been considerable technology issues for knowledge management specialists to digest in the last few years – content management, web-based collaboration, advanced search capabilities and enterprise portals to name a few. It is understandable that knowledge management practitioners would be glad to leave the messy (and often self-serving) world of technology out of their equations.

But to attempt to split knowledge management off from the development of information technology is naïve. Only a full engagement with the issues raised by the ‘information age’ will allow knowledge management to realise its full potential. Likewise only a mature and sophisticated understanding of knowledge management issues can allow a full utilisation of the capabilities of new information technologies.

We need to develop a new dialogue between knowledge management and IT practitioners – a two-way conversation that should challenge, provoke and support on both sides. In particular, it is important that those involved in knowledge management projects understand the impact of current changes in the strategic direction of enterprise IT. This will enable knowledge management practitioners to better communicate with the IT department and to have greater influence on IT strategy. And for CIOs and their teams, knowledge management projects continue to offer some of the best opportunities to show how IT can make a real contribution to business improvement, support innovation and reduce inefficiencies. This is a dialogue with mutual benefits.

Knowledge management does not have to be either constrained by or subordinate to technology requirements. Instead it should be a strong influence for the improvement of technology. Above all, knowledge management should reinforce the need for human values in an increasingly automated world. The frontline of modern organisational change is where people, information and technology come together – knowledge management as a movement needs to be on that frontline.

To find out more about information management, please check Software@Ovum. You can contact Eric Woods at exw@ovum.com.