DEVELOPING A KM TEAM WHO IS IN CHARGE? When many business units are involved in an endeavor,…
DEVELOPING A KM TEAM
WHO IS IN CHARGE?
When many business units are involved in an endeavor, project leadership can become a point of contention. A team leader must be able to balance the various, sometimes competing, demands on the group while keeping it focused on meeting the organization’s knowledge needs. The leader must understand the business requirements and problem s the company must address and be able to articulate a broad vision that spans the unique needs of the lines of business —and the business processes and technical infrastructure that can meet those needs.
A very large organization should hand the reins of team leadership to a chief knowledge officer (CKO). You need someone with the influence and skills to take the enterprise in the right direction. In any case, team leaders must command respect and trust within the company. This is especially true if team members come from different business units.
Team members who do not view a KM project as a new path to career success will be more willing to give it their all if they see the project as a finite effort with a definite end, after which they can return to their norm al duties, observers say. For this reason, it may be a good idea to set a life span for the team at the outset of the project. The duration can vary from a few months for projects that seek to plant the seeds for a m ore am bitiousendeavor to several years for complex projects that involve reengineering business processes.