Anecdote has worked with some fantastic organisations over the past year and one of the main areas has been in developing knowledge strategies. I thought it timely to look back and reflect on some of the key learnings from these projects and some of these initial thoughts are captured in the bullet points below.
“We have developed cheat sheets on each country we deal with. These contain contact information for the major agencies within that country. We keep them on our local drives as they are specific to our area and are of no use to anyone else.” Another participant, from a different area in the same division, then interjected: “We deal with other countries and I didn’t know about the initiatives going on in other areas. We have been working on our own cheat sheets. It could have saved us a lot of work to use yours.”
We have found that the key roles of the consultant are to bring proven approaches to the strategy development process, to provide a sense of what is possible (including communicating this in ways that resonate within the organisation) and to achieve acceptance of initiatives that occasionally stretch the comfort zone of the organisation. The more we help organisations in this area the more we realise the impact that having a robust knowledge strategy can have on organisational performance and the achievement of business outcomes.
 C. O’Dell, The Executive’s Role in Knowledge Management. Houston: APQC Publications, 2004
About Mark Schenk
Mark works globally with senior leadership teams to improve their ability to communicate clearly and memorably. He has been a Director of Anecdote since 2004 and helped the company grow into one of the world’s leading business storytelling consultancies. Connect with Mark on:
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