When I ask people how they acquire the new knowledge they need to do their job, they describe a gigantic number of options: talking to someone, participating in a training, reading a book or blog, watching a video, going through trial and error, finding mentors, etc.
When I ask IT leaders what tools and techniques they use in their knowledge management programs, I often get only descriptions of tools for creating and publishing documents. I believe that with such a limited approach, they will never be able to give their employees the necessary knowledge, and make the knowledge management process neither efficient nor rational.
Knowledge is only useful if it is available. This can be realized either through memorization, or through providing access to them at the moment when they are needed. Understanding this simple principle helps you understand the purpose of the knowledge management process and that knowledge management is much more than just storing documents.
When starting a knowledge management process, I would recommend focusing on short-term results in order to get value in the short term. Don't start right away with comprehensive programs that will take you years to gain value. What you think about a large-scale comprehensive result is good, but do not forget about the return on resources invested in this. And this can be achieved precisely by dividing a large project into steps with measurable ROI.
Many organizations start to implement knowledge management precisely with technical support. If support staff have access to the right knowledge, they can work smarter and still provide more value to users. The combination of improving rationality and increasing quality at the same time is the greatest benefit that knowledge management can bring.
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The past and future of IT Service Management (ITSM) ( translation , original )