While there is no need to justify to anyone the importance of knowledge, there is a need to justify, the need to have a function to manage knowledge. A function that is not tagged under Operations, HR or IT function, but standing independently and mapped directly to the CEO. Over its more than 2 decades of existence, the practitioners and academicians could not impress much on Organisational Leadership the ‘criticality’ of Knowledge and the need to have a well-defined focus. KM as a practice has a long way to go to maturity.

I have been on a mission to bring in a change in the way we manage knowledge. Currently, I am doing this through blogs and hope to bring together KM communities across the world and start a movement towards taking KM as a practice to where it belongs. Last week I completed 25 blogs focused on bringing a change in the way we manage knowledge. In my current blog, I classify them and bring structure to what I shared.

Areas covered are:

• Section 1: Questioning the assumptions that govern KM
• Section 2: Revisiting basics of Knowledge Management
• Section 3: Approaches to managing knowledge
• Section 4: Futuristic thinking on KM

Section 1: Questioning the assumptions that govern KM:

Legacy KM has kind of not allowed Organisations to get the most out of knowledge. I highlight a few blogs that question some deep-rooted assumptions.

• 1. A few common mistakes committed by Knowledge Managers
• 2. Why employees should not be the focus for Knowledge Management
• 3. Liberating Knowledge Management from the clutches of Library Sciences
• 4. Bursting the Myth that Knowledge Management cannot contribute directly to Organisational performance
• 5. Did Drucker get it wrong about Knowledge workers? – Charting a new destiny for KM

Section 2: Revisiting basics of Knowledge Management:

Some of the basics of Knowledge management is revisited. The blogs will help appreciate the importance of Knowledge, as well as managing them.

• 1. Reading ‘Organisations’, as a mix of different Knowledge
• 2. Everything is Knowledge: Charting a new destiny for KM
• 3. Journey from Art to Science, by leveraging Knowledge: Charting a new destiny for KM
• 4. Frustration as absence of knowledge (ignorance) and inability to learn
• 5. The tribes of Knowledge Managers: Charting a new destiny for KM
• 6. A few thoughts on Content Management – Charting a new destiny for KM

Section 3: Approaches to managing knowledge:

A few approaches to managing knowledge is shared. The objective is to make an impact of KM more tangible.

• 1.Hygiene and Value Add Approach to Knowledge Management
• 2.The audacity of managing Organisations by leveraging Knowledge
• 3. KM should be ‘Task focused’ and not ‘Employee focused’
• 4. Increasing revenue the Knowledge Management way: Charting a new destiny for KM

Section 4: Futuristic thinking on KM:

A peek into how KM function should be when it attains a more central position within an Organisation

• 1. Smart Organisations and the role of KM: Charting a new destiny for KM
• 2. When Ms.Sasha Mbikke, the CKO became the CEO – Charting a new destiny for KM
• 3. Imagining what can we do with Knowledge as Knowledge Managers – Charting a new destiny for KM