June 17, 2012


Over the past few weeks of lectures, presentation, interacting and reading on knowledge and asset management systems, the need for this to be implemented in organisations cannot be overemphasized.

But what is most effective is the way and manner in which organisations could go about creating and maintaining efficient AM & KM practices making it a culture within the company.

Remembering the PDCA cycle, i think it woud enable organisations have a clear path and control over their KM & AM programs. Before companies commence on the process of implementing a sustainable KM program, having a comprehensive strategy (plan) on how to go about it is important. Doing what has been planned, checking (benchmarking) to know if any progress or no progress has been made on the journey so far then acting upon what seems best or produces better results for the company.

Just like every goal or vision: they have to ascertain what and where they are first in terms of knowledge gap then plan on where they would want to be in future.

Also implementing the KM & AM systems in different sections or department within the organisation could help the implementation process faster rather than it being deployed across the organisation as a whole. I say this because if AM & KM practices are viewed as a continuous process going on within the different departments or teams, rather than a one-off project which the company is undertaking then the likelihood is that people would tend to see it as part of their job routine everyday instead of something that they have to achieve within a certain time frame.

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