The words come from Stephen Kizza, a librarian with the Ministry of Energy and Mineral Resources in Kampala, Uganda. In his correspondence and writings, Kizza signs off with a phrase that is both poignant and meaningful to strategic knowledge professionals, particularly those dealing with Africa and KM/knowledge services in the research and business communities of the nations of Africa: ”Look backwards with gratitude, upward with confidence, forward with hope.”

Could there be any stronger motivation for us? Could there be any better way to describe our aspirations for our work in Africa?

At the recent Special Libraries Association (SLA) Conference in New Orleans, through the generous sponsorship of Copyright Clearance Center and CCC’s “Beyond the Book” program, a “Hot Topics” session focused on strategic knowledge management and the KM/knowledge services needs of developing countries. Entitled “Global Information Sharing – A Dream Come True: Sharing Information Brings People Together,” the program was moderated by Christopher Kenneally, Director, Business Development, at the Copyright Clearance Center.

In the program, Dennie Heye of Shell in the Netherlands and Kenneally described how Kizza and Heye had become acquainted and how their conversations about strategic knowledge and specialized librarianship in Africa had influenced Kizza’s work. An important part of the story, not surprisingly, is how it demonstrates how strategic knowledge professionals can work with colleagues in other countries. It is a model that seems, from almost any perspective, eminently workable.

Kizza’s presentation, Special Libraries in Developing Countries: Information Management State of Affairs and Development Opportunities, was shown with recorded voiceover, as Kizza was unable to attend the conference due to U.S. visa restrictions. Having been invited by SLA’s Petroleum and Energy Resources Division to present at the conference, this program and the next day’s division meeting and discussion provided an opportunity for conference attendees to hear and discuss Kizza’s important description of information and knowledge management in Uganda.

Following the presentation, Heye described how he and Kizza had become acquainted, and how they and other knowledge professionals work together to support Kizza’s KM/knowledge services work in meeting user needs. At this point Kenneally invited Guy St. Clair, SMR International President and Consulting Specialist for Knowledge Services, to share his own experiences in this area.

St. Clair described his work, a knowledge strategy development assignment in Nairobi for the United Nations Human Settlements Programme (UN-HABITAT). During his recent six-month assignment (and expected to continue in up-coming work with UN-HABITAT), St. Clair has been able to participate in volunteer work with the Information Africa Organization (IAO) an NGO that seeks to strengthen ICT and KM training  for Kenya’s youth. St. Clair has also been able to meet with academic leaders, working with interested colleagues in Nairobi and Nakuru to advise about incorporating KM/knowledge services into the curriculum of the country’s many specialized graduate programs. In his comments, St. Clair connected his experiences and observations with the work Heye and Kizza are doing for Africa’s research and business communities.

Listen to the podcast BTB # 173: An Information Dream or read the transcript at Beyond the Book – 15 June 2010 – Transcript.

Note: IAO has been described previously at the SMR International site:

January 2010 The Information Africa Organization (IAO): The Birth of A Movement – Kenya’s Focus on Youth Opens the Door to Amazing Potential for the Country, by Guy St. Clair

May 2010 SMR International Special Report: Closing the Digital Divide: Dealing with Drucker’s ‘Responsibility Gap’ in Africa – Kenya Anticipates the ICT/KM Future with Enthusiasm, by Guy St. Clair

A Second Chance: The Information Africa Organization (IAO)’s Splendid Mission – Taking Social Responsibility Seriously [Presentation]

Curious about the role of knowledge services in today’s workplace?

Take a look at this: Knowledge Services and Change Management: Building the Company’s Knowledge Culture [Presentation]

For more information about how your company can strengthen knowledge sharing in the workplace and reduce management and transaction costs, contact SMR International at: info@smr-knowledge.com

Or get in touch with Guy St. Clair, SMR’s President and Consulting Specialist for Knowledge Services.

Guy’s in New York at 917.797.1500 or 212.683.6285, or you can contact him at guystclair@smr-knowledge.com.

The course: KMKS 08 Critical Success Factors: Measuring Knowledge Services

Learn techniques and tools for measuring success in knowledge services in this popular Click U course. You’ll learn about the value of metrics in the KM/knowledge services process and have the opportunity to focus on organizational service comparisons for continuous improvement. Once you’ve had this course, you’ll understand how you can use benchmarking, user evaluations, discussion tracking, and how to deal with intangible assets. This is your opportunity to show management just how good your work is (and how important KM/knowledge services is to your company).

KM/Knowledge Services experts Guy St. Clair and Dale Stanley facilitate the course, which is open to all knowledge workers (you do not have to be a participant in Click U’s Certificate Program to attend).

All course participants who complete the course (whether for C.E. credit or not) receive a free copy of Critical Success Factors: Management Metrics, Return-on-Investment, and Effectiveness Measures for Knowledge Services, St. Clair and Stanley’s report on how to measure KM/knowledge services. Prepared for SMR International clients, this SMR International Management Action Plan (SMR MAP) is sold through The SMR Knowledge Store. A $385.00 value, Critical Success Factors will be given free to participants in KMKS 08 Critical Success Factors: Measuring Knowledge Services.

Learn more and register here.

Continuing an earlier frame of thought, it is good to think about where we are in KM/knowledge services. Given the movement of organizational management toward understanding and recognizing the value of knowledge to organizational effectiveness and the critical role of managing strategic knowledge as the high levels of excellence that essential for corporate success, it is gratifying to see our influence. We are now seeing the results of that renaissance Judith Field spoke about more than a decade ago when she urged information professionals to join the “knowledge age.” For those who did, who were smart enough to recognize that their roles in their employing organizations would only be strengthened if they took on KM/knowledge services leadership, the effort paid off. The knowledge age is here  and we are all obliged to meet corporate management where it expects to be met: at that juncture where the precepts of information management meet the principles of KM/knowledge services. It’s where we connect. Management now understands that managing the organization’s strategic knowledge ensures organizational success, and management is not be at all subtle about its expectations from those who work in KM/knowledge services. We provide the connection.

We aren’t surprised. When we think about how society is changing, about how society at large (and not just the management and academic communities) focuses on the value of knowledge, we understand what Peter Drucker was referring to when he urged us to look at the “underlying systems.” When things weren’t going right, as Rosabeth Moss Kanter has wisely pointed out, Drucker wasn’t in the business of blaming individuals. He found the root causes in the design of the organization, as Kanter put it in her homage to Drucker in The Harvard Business Review last November, “in the stuctures, processes, norms, and routines” of the larger organization.

Of course. KM/knowledge services managers long ago picked up on the idea that the capture, organization, storage, and dissemination of strategic knowledge was going to be required – in any organization – if the organization is going to be successful (however success is defined in the particular situation).  And strategic knowledge managers realized that connecting would not be limited to research or activities traditionally thought of as “knowledge” related.

Now that organizational management – even down to the level of those over-worked middle management staff caught in their famous “black hole of middle management” – is recognizing that “we’ve got to figure out what to do with all this information and knowledge we collect and use,” everybody is looking at strategic knowledge and wondering what to do. Why? Because strategic knowledge is everywhere, in every department and functional unit, and it must be managed if the organization is to succeed. And as part of the deal, companies are turning to the people who know how to do this work, to the organization’s “knowledge thought leaders,” the company’s KM/knowledge services managers who are taking on the leadership role of seeing that strategic knowledge is managed for the good of the larger organization.

Let’s have a case in point: A financial services company located in the American heartland has made quite an impact in the industry. It started with a bang, it hired the best whiz kids it could find, and in all the excitement of making all that money and – yes – providing a very reasonable ROI for investors, the routines of day-to-day management sort of got lost in the shuffle, as they say. Naturally all the compliance documentation was taken seriously and submitted appropriately (there are laws for that) but much of the organization’s captured content – it’s corporate history – was pretty casually pushed aside. Once in a while this or that observant manager would ask about this or that document describing a historical event, or wonder aloud about what was “happening” in the area of legacy documentation with respect to the company’s background. Not the legal content, of course, as noted, not the compliance or regulatory material. All that was duly handled, and handled well. But much of what was left over, well, it didn’t seem to be all that important.

Now it is. Now there is interest in moving the company into another product line, one very different from what it has offered in the past, and no one can find what they need. They will, of course, and the company will succeed in moving into the new product line, but the costs of dealing with identifying, codifying, and sharing the knowledge have been very expensive. The knowledge was there all the time. The challenge was to find it and format it so that it could be used for background and shared in whatever knowledge-sharing the deal required.

Lesson learned (and in this case management learned it well): Be prepared with the knowledge the organization uses and will need to re-use. Take a page from the Drucker handbook and ensure that structures, processes, norms, and routines are captured, that the management of strategic knowledge in each is part of the organizational framework.

And turn the job over to the KM/knowledge services management team. These people know how to handle strategic knowledge, and managers – not just in examples such as this but throughout the management field – are heeding the call. They get it. They understand that accessing and using strategic knowledge is critical to corporate success, and they’re willing to pay to ensure that it’s done right.

Fine. Well and good. You and I and they all know what we mean. We want to set up an environment in which knowledge management and knowledge services are recognized as the critical drivers for organizational effectiveness. We use the term a lot. I find “knowledge thought leader” sneaking into conversations probably more often than is really necessary, because it’s become part of the jargon for me and my clients (the people who’ve hired me, not to put too fine a point on it, so it’s essential that we agree on the basics). But isn’t that preaching to the choir?

What about the other side of leadership? What about the followers, the people who work in the organization who will – when you get right down to it – be doing the heavy lifting when it comes to connecting KM/knowledge services to organizational effectiveness? Should we – as leaders – not give some attention to how these people perceive us, and what they think about what we are doing, and how they react to what we are saying to them about knowledge and the organization – about their organization, the place where they come to do their work? Doesn’t it make sense to think about the organization as a knowledge culture from their point of view?

I think so. And what we need to provide them with is something we assume they already have. We need to give them the confidence that they are going to be participating in something that will benefit them. In the long run, yes, the organization will be a better organization, a more effective organization, but let’s not forget about WIIFM – the old joke line about getting people to take action: “What’s-in-it-for-me?” We can be as altruistic and forward-thinking about KM/knowledge services as we like – and we are, by nature, or we wouldn’t be doing what we are doing – but the people on the line, so to speak, need to be given the opportunity to figure out how their workplace activities are going to change for the better, how they – as they work smarter and have better jobs – are going to contribute to organizational effectiveness.

There are a couple of people we can turn to. One is the estimable Peter Drucker. In Bruce Rosenstein’s book about putting Mr. Drucker’s principles to work in our daily lives, he writes about Drucker’s commitment to things like self-development, self-reflection, self-organization, generosity, teaching and learning, and social entrepreneurship. If we can get the people who are turning to us for advice about how to move the organization to a knowledge culture and at the same time help them have a better work experience, we need to tell them about these, to use Mr. Drucker’s buzz-words that convey so much of what we need in our corporations and organizations. And to get them to do that, to listen to us, we have to ask them to trust us, to take us at our word and be involved in what we are doing. We have to bring them to the table – these knowledge workers – and we have to listen to them as we seek to move toward the knowledge culture. All of which, in Mr. Drucker’s parlance – leads to a “total life” experience.

And the other expert we might listen to? None other than Danial Goleman in his comments about emotional intelligence. Paralleling very neatly (at least to my way of thinking) the direction Mr. Drucker was taking us in, Goleman asks us to think about – and convey to those who report to us – the values associated with self-awareness and self-regulation in the workplace, the ability to convey empathy for a knowledge worker colleague’s concerns about “moving-too-fast” (the one we hear so much), the “lack-of-time-for-new-stuff,” and my favorite: “they-(who are they?)-don’t-want-me-to-innovate-because-it’s-too-disruptive.”

What’s called for here is trust, leading to the new confidence that people will feel when they become knowledge thought leaders for their organization or their department, the confidence that comes from trusting their managers and, at the same time, building on the trust their organization has in them.