Knowledge Engineering

Effective processes provide means for continuous improvement. The principles of quality management and re- engineering still apply but the business context has changed. KM provides a new set of approaches to process redesign.

The Challenge

Can knowledge management define a new context for truly productive process innovation, providing new organizational muscle to translate strategic objectives into business results?

Knowledge engineering mixes people and technology in structured and unstructured processes. Some knowledge can be codified at the level of rules and embodied in software; some is dynamic, calling for human intuition and judgment.

The consequence of new knowledge is changed action. To be relevant, KM has to tell workers what to do each day-what to do the same and what differently. By applying knowledge, workers add their own contribution to it.

The Opportunity

Approaches that tap the knowledge of process participants and embody their expertise in software or procedures will result in innovative methods to achieve business objectives.

Uncouple employment policy from process redesign. If workers feel that their jobs are at risk, they won't support the redesign program. If management pledges to protect jobs, then even radical redesign is possible. The earlier re-engineering movement was closely associated with corporate downsizing; KM's emphasis on revenue growth promotes worker buy-in.

Management consultants play more of a catalyst role helping organizations to heal themselves, rather than as outside specialists with all the answers. In a consultative process redesign, key stakeholders participate in sharing knowledge about issues and opportunities, formulating proposals, implementing changes and assessing their impact.

Equip the organization with enterprise systems, interpersonal tools and mobile devices-everything needed to integrate human insight with computer processing power. Software for workflow management offers specific tools for process engineering, including functions to measure results and provide continuous feedback.

The Outlook

Following on failed efforts in re-engineering, KM represents a more humanistic approach to business process redesign. Prescribed changes may be no less radical, but they will use the organization's own assets to identify and correct process flaws.

By building best practices into interconnected processes involving both humans and technology, organizations translate acquired knowledge into predictable business outcomes.