Proud of our Knowledge
At Stork Asset Management Solutions we aim to make knowledge, which is critical to the services that we provide, accessible. This includes both explicit knowledge (formal, codified knowledge) and tacit knowledge (expertise that a person has but that is difficult to codify). In practice, we are talking about knowledge bases and knowledge owners.
The re-use of knowledge is an essential process within knowledge management. The central issue here is creating a mind-set to capture the existing knowledge within the organization and analyzing how this knowledge can be applied to meet the client’s requirements. The process is then completed by taking the lessons learned in project evaluations and using these to constantly improve our way of working.
At the beginning of each project, we examine to what extent our existing knowledge and expertise are sufficient to meet the customer's requirements. In this manner, we can make optimal use of our existing knowledge and avoid 'reinventing the wheel'. By mobilizing the knowledge and expertise that we have gained in various projects in different market segments, we can deliver the added value that customers expect from us.
In order to do this you have to document knowledge, make it accessible and create a mind-set to ensure that people are willing to share, use and improve this knowledge. Consultants in the role of knowledge owner are responsible for the management of knowledge in their area of expertise. These knowledge owners define and document critical knowledge, share this knowledge throughout the organization and provide support with the re-use of this knowledge. In addition, they also help with defining and incorporating lessons learned.
At Stork the implementation of knowledge management is linked to our ‘one way of working’ concept to ensure:
- Controlled quality of the delivery of services to the client
- Efficiency, get it right the first time, avoid reinventing the wheel
- One uniform way of working: the Stork seal of approval
- Efficient training and employment of new and existing personnel
- Job satisfaction and development potential
Implementing and optimizing knowledge management within the organization is a challenging process. And of course, in our organization as well, the 'not invented by me' and 'knowledge is power' syndromes are also present to a certain degree. We have taken a number of practical steps to stimulate and facilitate knowledge sharing within the organization. For example: as part of the annual appraisal interviews, agreements are made regarding the employee's contribution to the knowledge organization.
We are stimulating consultants to share their outputs and experiences at client projects pro-actively. In some cases the value of this content is underestimated and becomes a ‘hidden treasure’. For reaching the next level, content should be combined with being proud and last but not least ‘making noise’. Let your colleagues and stakeholders know! #daretoshare
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