GLOBE October 2017 October 2017 - Page 28

GLOBE - Growth.Leadership.Organisation.Business.Education 27 4

the following skills: strategic vision and the ability to motivate others. These two are in addition to the four common characteristics already possessed by the hipo employees: technical and professional expertise; taking the initiative and delivering results; consistently honoring commitments; and, fitting into the culture of the organization.  

Among the ten leadership profiles previously mentioned here, “strategic thinker” competency is in line with Zenger and Folkman’s “strategic vision” skill. Four others, namely: innovator, learning agility, problem solving, and strategic thinking, will help a leader understand what his/her organization faces.

KM is perhaps “notorious” with for many definitions, theories, methods, and tools. KM champions and other “activists” may easily fall into traps of the business of KM activities and forget why KM is there originally. Its jargons are full of “knowledge” - thing: knowledge audit, knowledge mapping, knowledge modeling, knowledge transfer, knowledge retention, and so on. Those many “knowledge” jargons may flood any KM activist, and s/he will drown in the “ocean of knowledge” — and forget the initial mission.

may easily fall into traps of the business of KM activities and forget why KM is there originally. Its jargons are full of “knowledge” - thing: knowledge audit, knowledge mapping, knowledge modeling, knowledge transfer, knowledge retention, and so on. Those many “knowledge” jargons may flood any KM activist, and s/he will drown in the “ocean of knowledge” — and forget the initial mission.

It is important for any KM manager, KM champion, and other KM activists to watch out for the trap. Measurements that are relevant are those that will measure what matters to the organization. For some organizations, KM is there to help them improve their intellectual capital management (ICM) and keep them advancing. For some others, it is there to help them create a condition for innovation; also, for some others, it is to enable them make better decisions.

It is the task of a leader, a KM-related manager or who may officially be a functional manager, to be concerned with the KM-related activities that are relevant to achieving the organizational goals. As a leader and manager, s/he must be able to balance the five competencies framework to run simultaneously and smoothly. S/he should be able to take decisions and actions that are relevant to the goal of the organization — even to the extent of sacrificing any KM program if it is conflicting with some other organizational program (which should be a rare case).