5 global principles for knowledge management

sahar yaghooti    sahar yaghooti
   Knowledge Management Project Manager

At the beginning of the issue, it should be noted that there is no specific and approved solution for the implementation of knowledge management in organizations, and each organization, according to its conditions and characteristics, should seek a specific solution and framework. However, each organization can consider five global principles, four of which are set out in ISO 30401. It should be noted that the mentioned principles are only for designing a knowledge management framework and are not used for knowledge management strategy (vision) and implementation of knowledge management (how to develop the framework). 
The details of the mentioned principles are mentioned below.

1- Alignment

 The knowledge management framework should be tailored to the needs and strategy of the organization. Knowledge management seeks to improve the performance of the organization. The core value of knowledge is to help employees make decisions to do better in less time and cost. Therefore, according to paragraph 4.3 of the ISO standard, the knowledge management framework should focus on providing the desired knowledge to stakeholders at the right time and place to create added value.

2- Connect / Collect

The knowledge management framework should include Connect / Collect. 
Connect / Collect are two critical dimensions in knowledge management, representing the two paths between knowledge management and the user. The Connect path focuses on knowledge transfer through communication with individuals and tacit knowledge, and the Collect path focuses on knowledge transfer through the collection of documents and on explicit and codified knowledge.
Section 4.3.3 requires the ISO standard for organizations to communicate and interact humanely and collectively by disclosing implicit knowledge in the form of documents, films, etc., combining documents, and reusing knowledge.

3- Push and Pull

The knowledge management framework should address Push and Pull (knowledge supply and demand). Ideal knowledge management systems in organizations to survive knowledge flow must pay attention to the supply and demand of knowledge simultaneously. Supply without demand accumulates knowledge and destroys its value, and demand without supply is fleeting and unstable. This is not mentioned in ISO 30401.

4- Pay attention to the four main pillars and foundations of knowledge management, including plans, process, technology, and leadership.

 In general, the four main drivers and factors support knowledge management, which is referred to as the four pillars of a desk. None of the factors is superior to the other, and it is necessary to pay attention to all of them equally. 
• Technology such as portals, search engines, learning management systems, etc .; Roles such as leaders of CoPs, knowledge managers and knowledge-workers;
• Processes such as postoperative review, knowledge extraction, etc .;
• Leadership such as knowledge management policy, criteria, incentives, etc.

Section 4.4.4. ISO also addresses these four factors as well as the cultural factor as the fifth factor. Besides, these factors are mentioned in other sections.
• 3 paragraphs addressed to maps (5.3, 7.1, 7.2);
• Process (all clauses 8);
• 14 clauses on leadership (5.1, 5.2 and all clauses 6, 7, 9 and 10).

5- Institutionalization

Knowledge management must be institutionalized in the structures of the organization.
Many knowledge management actions are generally not institutionalized in the organization's structure, and framework and are presented as a separate action by a team. Their survival is as long as the team supports that action if knowledge management approaches should be institutionalized in all business elements and considered an influential culture and value in the business.
Incorporate knowledge management into project requirements. 
Identify and record project lessons learned as project completion requirements and financial receipts.
Use the organization's experts to monitor the company's knowledge.
Build human resource evaluation mechanism, motivation, and reward based on knowledge and create competition.
All of the above are organizational changes based on knowledge. ISO 30401 explicitly refers to these changes and believes that the organization's top management should support integrating knowledge management system requirements into the organization's business processes and projects.

National Iranian Gas Compan (NIGC)
Sadri- Former CHRO atNational Iranian Gas Company
Gathering, nearly 1,500 valuable knowledge packages from the 50 senior and expert managers of the National Iranian Gas Company, was a problematic but unique task that the executive team and experts did well.
Department of Transportation
Jafarpour- Former knowledge director of the Ministry of Roads and Transportation
The future of MTA in the field of knowledge management is very bright. This company has been an excellent initiator for knowledge management in Iran.
Tehran's 10th District's Municipality
Sharifzadeh- CLO at District 10 Municipality
In 2012, with the help of the District 10 Municipal IT Department of Tehran, the municipal knowledge management software of District 10 was launched. With the cooperation of MTA, the steps of recognition, identification of municipal knowledge fields, and defining knowledge processes were accomplished, and finally, knowledge management software was set up. Tehran’s District 10 Municipality is the first municipality in the country with this system and actively extracts and shares its employees' knowledge. Development of employees' public participation in organizational processes, development of learning at the employee level, avoidance of duplication, and reduction of costs are part of the results of launching this system
Holding MIDHCO

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Tehran Oil Refinery

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Shahid Bahonar Copper Industries

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