I had a fantastic conversation today with the Manager of our strategy area. This is the first opportunity we have had to talk face to face since I started two and a half months ago and was thoroughly enjoyable.
Our conversation ended up highlighting two sides to the same coin in relation to the role of a Knowledge Manager.
On one side of the coin we talked about the “influence gig”, the evangelist. The role of the manager to work with parts of the business on developing their understanding of knowledge management and the benefits it can provide as well as supporting the development their strategic plans. This is an enterprise wide activity that not only involves the areas of the business that are delivering to customers but also the corporate service aspects of the business (HR, IT, Finance etc..).
On the other side there is the “service provider”. Supporting the business by providing the services, knowledge and tools they need to execute their strategies and deliver quality outcomes.
At this point in time I am a team of one and not necessarily able to excel in either of these areas whilst Í am constantly spinning the coin. It is an ability to be able to switch between strategic and operational roles but it is not necessarily a sustainable endeavour.
So in developing our KM strategy I need to look at this balance. How can I provide in the role of advisor and supplier? What roles and resources will we need? It will be through some great conversations, like the one today, that I hope to collaborate with my stakeholders and consumers on a suitable solution.