After the beginning of my company's knowledge management awakening the exhilaration of thinking there was hope for the jumble of existing business processes faded and I was left facing the reality of the situation. Where do we start? There seemed to be so many possible directions to go and so many things that seemed to need help. Where there people or tools out there to help?
At this point we had used the services of one international 'business consultant expert'. All we were left with was an empty wallet and a notebook full of documents that went right on the shelf. This experience led me to believe that the problem was not limited to defining what was bad - we new that well enough through our daily activities. The problem was implementing change that was going to lead to improvement.
Our first step was to focus on one department and set of processes. We assembled a group to start brainstorming to breakdown the department functions into a list of specific skills or processes. Each item on the list was given a priority based on it's current state and it's importance to the overall functioning of the department. This list allowed us to evaluate where we really stood in terms on knowledge management and helped us to see how much of our daily activities were not formally defined.
Out next challenge was to figure out a systematic approach to formally defining all of the highest priority items so they could be evaluated and improved.
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