Digital White Papers

I L T A W H I T E P A P E R | K N O W L E D G E M A N A G E M E N T & M A R K E T I N G T E C H N O L O G Y 27 In order for this unique knowledge to be collected, analysed – and even shared in the first place – we have to see every Manager as a Knowledge Manager, and every department as a knowledge hub, working around the strategic centre of the KM department. Managing their own micro knowledge network, every department manager naturally: • Tracks information use and ensures that staff have the information they need to do their jobs • Finds and rewards key contributors • Builds and encourages connections amongst their team members By acknowledging that every manager is in essence a Knowledge Manager already, we can take advantage of these naturally occurring activities and turn them into opportunities for Knowledge Management to shine. Embedding KM practices into team meetings, annual reviews, performance tracking measures and monthly reporting, every department manager can become an effective Knowledge Manager – and an ambassador for the overall KM cause. By recognising these managers for what they are and encouraging them to do more with their knowledge work, you can support them to share the importance of KM within their teams, so that your KM mission can become more widespread. WE 'RE ALL KN OWLE DG E WO RKE RS Reflecting on the role of the department and the team in knowledge creation and sharing, it's easy to understand that every single person within a business plays a vital role in Knowledge Management. As Rich Robbins, Director of KM at Sidley Austin commented in a recent conversation, "the number one reason Knowledge Management works within our firm is because it was a strategic imperative right from the start." Even though individuals may be working in different roles, practice areas, teams or locations, they could be facing – and working on overcoming – the same challenges. This is still a form of duplication – and in the same way that KM teams work to eradicate the duplication of documents and precedents, this too must be actively avoided for the firm to become truly streamlined and efficient. Every individual has a unique background, and a unique outlook. Every individual carries with them, into every human connection they face, a unique opportunity for knowledge creation and knowledge sharing. For a Knowledge Management strategy to be effective, we have to recognise the power of the individual behind the document, email and precedent. By supporting every department to be a knowledge "Every individual has a unique background, and a unique outlook."

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