Knowledge Management, part 2

Today, the new hire faces more difficult barriers to learning. First, the knowledge needed to succeed has exploded. Computer skills. Document Management. Delivery options. Digital Color. Complex communication channels. Stronger competition.

Second, "mentors" are co-workers operating outside of their companies core competencies. Knowledge is collected by those that survived the "sink or swim" training program. In many of our acquisitions, we are often amazed by how employees get by with fractured and misguided knowledge.


As Peter Drucker has taught for the last fifty years, we must understand the difference between a manual worker and a knowledge worker. A manual worker uses with his hands and produces “stuff” — like printed material. A knowledge worker uses his head and produces recommendations, solutions, and information. Knowledge Management programs are systematic organizational objectives tied to company mission and levels of achievement — such as innovation, performance, and competitive advantage.

We must have urgency and infuse knowledge management into our company strategy if we are going to adapt to a changing industry.