The question we’re exploring: If you were given the task of starting KM in your organization, how would you begin? Let’s continue with our strategic road map:

The whole point of knowledge services is knowledge development and knowledge sharing (what we like to call “KD/KS”).

So as we think about starting a KM initiative for the organization, let’s practice what we preach: Shouldn’t we share this experience. Shouldn’t someone else be involved?

“Why anyone else?” you ask. “I’ve been tasked to start KM and it’s my responsibility.”

Of course.

And if it is going to be your responsibility (and if you’re going to be accountable as well, which you are), bring others along with you. Share your start-up experience with others and you’ll all benefit.

How do you determine who will be part of this knowledge services initiative?

Here’s the place to start: SMR colleagues Dale Stanley and Cindy Hill and I have one on-going conviction that drives our work: ”Get sponsorship.”

There’s no question you can do it. After all, your managers have placed their trust in you, and they have their own expectations of what success will look like. So why not bring one or two of them into the process with you? Go to one (or more, if you prefer) of the company’s leaders and explain what you want to do. Then invite them – as Dale puts it – to express, model, and reinforce their commitment to bringing forward this knowledge services initiative.

They’ll express their support by talking about it publicly and with leaders in different parts of the company. They’ll model their commitment by figuring out how (under your guidance of course) to apply your knowledge services solution to work in their immediate office or sphere of influence. Finally, they will reinforce their sponsorship by making sure others in the organization – particularly their direct reports – understand and respond to what you’re doing.

And there’s more. Once you’ve signed up your sponsor(s) and have their names to mention as you speak about the new knowledge services initiative, find advocates and champions as well. These are people who will talk about what you’re doing, tell others about it, and even – if they are so inclined (or invited) – direct others to speak with you about your project and perhaps even participate in its development.

Look for experience. Identify other knowledge thought leaders in the organization who have played leadership roles in making some difference at the company. These might be people who have done some work in the knowledge domain (building a new records-management database, for example, or managing the development of an enterprise-wide solution like SharePoint or other product). Or what they did might not be related to KD/KS at all (leading a departmental re-structuring, for example, or working with a task force to accomplish a particular task). The point is, they know how to get things done and they can share their experience with you.

As you work with them, some of these people will evolve into internal consultants for your project, which leads to the next group of people who can work with you. These internal consultants – who essentially become your community of practice for what you’re doing – will be critical to your success even if, as I mentioned, their expertise is not especially in the knowledge domain.

You will also – depending on the size of the project and support available for its implementation – want to think about meeting with some external consultants (full disclosure: this post comes from a management consulting firm specializing in knowledge services and knowledge strategy development). Don’t be shy about asking for a conversation with consultants. Even if they don’t specialize in your particular subject or the direction you’re seeking to move with your proposed initiative, most consultants are happy to spend some time helping you work through your thoughts or even, depending on circumstances, helping you develop your terms of reference for the project.

In any case, whatever direction you take in approaching your assignment to move forward with a knowledge services initiative, don’t think you have to do it by yourself. There are plenty of people who are willing to help you put KM to work in your organization. Find them and use them.

Next Stop: Think big and lead the change.

- Guy St. Clair