Knowledge management

We develop all the projects related to KM following the models and methodology of  knoco

Knowledge of an organization is its people. KM is a key tool to ensure the competitiveness of organizations in a constantly changing environment . Our consultancy model applied to knowledge management is based on:

1. The definition of the framework for knowledge management

In the first phase, we assess the degree of development of the current knowledge management model. A critical knowledge map detailing the organizational knowledge is developed, it identifies the people who owns it and assesses their importance and risk of loss. Then, we define the overall strategy of the model along with a PKI system to KLMevaluate the performance management and the capacity of the model to generate, acquire, identify, select, organize, share, transfer and apply knowledge of the organization. We will write the framework document outlining the goals to be achieved by implementing the model, the knowledge management policy, the overall process and its impact on different areas of the organization.

In this section we detail the following services:

2. Writing the the knowledge management process

The generic process is a cyclical process, which involves the generation and acquisition, identification, selection and organization and sharing, transfer and apply knowledge. This generic model is adapted to the organization based on the results of the evaluation and the seted targets seted in the previous point. Projects are identified and priorized to start the deployment through the chosen pilot projects.

In this section we detail the following services:

3. Choice and tool design

It is necessary to choose the most appropriate tools depending on the characteristics of the organization and the people who integrate itwill be written. Each tool has a different utility and should be used at the appropriate stage of the management processwill be written. For each of them a card detailing the utility, the procedures for its use, things to remember and consider and, where appropriate, the skills needed to make the most of designingwill be written. Some of the tools are:

  • Learning activities: courses and workshops aimed at the acquisition of key knowledge.
  • Coaching and mentoring: addressed to key positions.IMAG0057
  • Team management through the establishment of commitments to action, evaluation of the results and establishment of appropriate corrective actions.
  • Communities of Practice: Working teams focused on identification and structuring of relevant knowledge for the organization.
  • Learning Communities: Groups interested in sharing knowledge about certain aspects of special impact for the performance of their responsibilities.
  • After action review: Short meeting to allow the capture of operational knowledge. It allows to make course corrections during the project development.

You can learn more about these services in our corporate web.

4. Choice and support design

After choosing the tools we will choose the most appropriate media and formats to store, update and disseminate knowledge. For each of the chosen media and formats a card detailing its usefulness , its structure and instructions for its use will be created. Some of these supports can be:

  • Processes, protocols and instructions on what to do and how to do it. They must be visual and easy to interpret. They must provide links to additional information to facilitate their understanding and use.
  • Yellow pages to facilitate the identification of “who knows about …”.
  • Knowledge bases: documents of different formats that contain information about a particular topic. They can take different forms: tips & ticks, pills or stories based on identified best practices or errors.
  • Documentaries databases: for archiving and search for key organizational information.

You can learn more about these services in our corporate web.

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