Success in Knowledge Management: Against the Revolutionary Approach

KM (Knowledge Management) programs are introduced to organizations as a means of making the most of the information and expertise that exists within them. The creation of such programs, and new roles to implement them, can be justified by expected long-term savings made by the exploitation of internal assets and elimination of duplication. They are often initiated by senior executives recognizing a need for change because the organization is missing opportunities by not sharing information or learning from past lessons. This article argues that such programs are not the best way to bring about organizational change and better knowledge management. The author argues that for the core activities of a business to adopt a more open and systematic approach to sharing knowledge, it should be seen as the solution to their problems, and an organic part of the way they do their jobs