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Knowledge management programme - CITI
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Knowledge management programme

Our knowledge management programme improves performance, productivity and competitiveness by reducing time to competence, increasing capacity for innovation, and enhancing opportunity capturing.

Knowledge management systems provide a managed environment in which expertise and experience are associated with a value, and it is the deployment of knowledge not its storage which is the focus of management.

Why is it worthwhile?

Organisations stores vast quantities of data and information in its corporate memory, some of it physical storage such paper and electronic documents and files, some in its processes and more in the minds and memories of its staff members.

Knowledge management moves the focus away for ownership to knowledge about what is known, and how to collaborate, aggregate and build so as to create value from knowledge.

Experience and research has confirmed that up to a fifth of an organisations time is spent on storing data and retrieving data, that significant effort is wasted in recreating data that is already owned but not retrieved, and repetitive errors are a major source of avoidable costs – all sure signs of weak knowledge management disciplines.

Perhaps more interesting is the evidence that in environments dependent on external resource, where there is a need to quickly align diverse work practices, good knowledge management makes the acquisition and assimilation of new expertise faster and more effective.

What will you experience

Using an approach that has been very successful in both the private sector and in major government departments, CITI sets up a programme that delivers changes to processes, systems and people. The focus of the programme is to maximise performance through better access to relevant information; provide competitive advantage by connecting people and information; and avoid wasteful and repetitive rework caused by lack of timely data.

The combination of the deliverables establishes a working environment where knowledge-sharing becomes embedded in the culture. Data is tagged, information is valued, and personal and knowledge networks enables by cultural and IT-backed processes, with mechanism for renewal and refreshment built in.

How you might start

Organisations will identify and map current organisational knowledge management programme (what is important, where it resides, and how to access it). They will create and affirm a vision for the new way of working and will then create a programme of change and a target operating model (TOM), in order to move to the new knowledge management way of working. For this to become truly embedded, the organisation’s readiness to change is assessed in order to identify appropriate supporting practices and incentives.

Our approach to business case studies would typically involve the use of the following tools and models:

Discuss knowledge management programme