Pioneers in Global Leadership and Quality Management 

PROBLEMS AND CHALLENGES THAT RENDER GOVERNMENT INSTITUTIONS FERTILE FOR KM INTERVENTIONS INCLUDE

 

  • Prevailing organisational cultures reportedly hinder the free flow of information and ease of integration of people in different ranks. 


  • Intellectual capital that could inform various processes and decision-making in all departments is not coordinated and is lost or untraceable.


  • Departments do not know 'what they know' because there are no data bases that give them a grasp of their own knowledge base, that is, a coordinated understanding of what their workers know. Importantly the intellectual capital or knowledge of institutions is in its employees’ heads. The downside of the lack of understanding of what officials know is multi-pronged in that there is no proper transfer of skills, restructuring and downsizing efforts have no base, recruitment is not targeted hence no improvement despite lots of new intakes, resources are wasted as competencies are duplicated and people are demoralised as they are not valued.


  • Related to the foregoing issue, there is no knowledge of and/or appreciation of the competencies already in departments, resulting in the problem of staff turnovers (lots of staff hopping between departments or leaving government for the private sector). 


  • The reported lack of capacity in departments, despite numerous costly capacity building efforts, unfortunately is not having the required and ideal impact. 


  • The formation of cross-component project teams is reportedly disruptive to formal line functions in departments where 'silo mentality' still plays a major part.


  • A further observation is that these teams are dysfunctional due to other problems such as the arbitrariness of the criteria on which the formation of the teams is based.

knowledge management training

After so many years developing and implementing KM initiatives in the Public Sector, we have come to a satisfactory conclusion that Successful KM development and implementation will depend on creating appropriate and dedicated leadership, culture, structures, processes, resources and metrics of performance. Furthermore, development of KM needs to be supplemented with parallel development of decision making processes in general, ensuring proper knowledge utilisation, as well as organisation development that takes cognisance of the evolution of traditional hierarchical organisations into intelligent complex adaptive systems

READY TO SUCCEED?


​Knowledge Management is one of the key strategic levers of organizational success both in the private and Public Sectors. At ACAE Global Knowledge Consulting, We help guide the Public sector Organizations and Institutions to develop sound KM frameworks to guide their knowledge generation, processing and management activities and guiding them through their KM motivated change management processes.


We specialize in delivering Knowledge Management processes, support Leadership with KM Governance and Policy development and Building KM Capacity through deployment of KM adaptive Systems and required training and development..



OUR CAPACITY TRAINING APPROACH

  •  We Design and deliver knowledge management curricula that is oriented towards:
  • the policy and functional imperatives of the public service
  • building individual capacity and organisational leadership  
  • Capturing and dissemination of best practices and latest public sector management practices in order to share innovations across the public service

We provide Value to our Clients through the Provision of strategic advice on how to develop and implement knowledge management strategies to advance their organisational goals and interests

SUCCESSFUL KM IMPLEMENTATION FACTORS

Knowledge Management Masterclass for the development of a Successful KM Framework for the Public Service


Knowledge Management for Programme Success and Knowledge Retention 


​Information and Knowledge Management Awareness Training


Leveraging Intranet Strategies in Knowledge Intensive Environments


Knowledge Sharing in Agile Practices for Programme/Project Management Success



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Training and DevelopmentExecutive CoachingForum For information Systems Corporate Training Events

welcome to ACAE Global km consulting services

TRIED AND TESTED SUCCESS FACTORS OF KM IN THE PUBLIC SECTOR

acae global knowledge management services

human aspect of km

 

The human aspects of knowledge sharing is the largest challenge

Though supported by a technological platform, knowledge management is not only a technological tool. Knowledge management is about effectively managing people assets and needs to be balanced evenly between:

people and learning organisations,
process and technology,
collaboration and exchange.

Providing fast quality support and enhancing people collaboration are 2 key points to an effective knowledge management that should be integrated in the daily responsibilities of each employee -but most of the time this requires a behavior change.

To help shifting from  communication  to collaboration and participation, setting up KPI’s for knowledge sharing, motivating collaborators with interesting reward schemes, communicating about the initiative widely and constantly, are a must.​

KM POLICIES

 
Define a clear roadmap and long term strategic plan

First start to understand the current level of maturity of the company in the space of KM management and what KM means for your company. Like in any project, it is important to define an efficient approach and strategic plan.

Knowledge management is an evolutionary process and must be defined within your terms. It is crucial to continually make the business case and have a strong and continuous sponsorship from top management to achieve results.

Therefore it is important to invest in a formal knowledge management approach where strategic connectedness and governance are fundamental.

To realise business benefits, a long-term strategy, new ways of working as well as a behaviour change is fundamental.  The knowledge management approach and strategy must be transversal throughout the organisation and must be strongly supported by all.