Better results from a different approach to information management

Knowledge management programmes, a widely adopted business initiative, tend to focus on the wrong target, claims KPMG. Instead of concentrating on building a system, the consultants argue, companies need to recognise that their employees are the real key to success.

"Knowledge management programmes have centred on the intrinsic value of information, with systems and processes being put in place to facilitate the collection, storage and dissemination of this asset," notes partner David Parlby.

"However, the value of knowledge clearly lies in employees as the creators, traders and users of this resource, not simply in the fact that it exists. Any systems and processes that are implemented to manage knowledge," adds Parlby, "must be geared towards enabling each employee to have easy access to the information and know-how that will allow them to do their job to the best of their ability."

KPMG argues that organisations need to focus on three key issues to make better use of existing information:

• a new Ôemployment contractÕ that emphasises the sharing rather than the guarding of expertise
• a knowledge-work approach that builds on experience and eliminates the need to repeat information-gathering tasks, and
• productivity skills that streamline the process of finding relevant information.

"Companies should be looking to the needs of their workforce and putting them at the heart of any knowledge management initiative," Parlby says.

Elliott Chase