Reading KCore‘s excellent blog-post ‘High quality, High Impact KM: Start with the right questions‘, this early section of the article caught my eye:
I’ve set out my stall when it comes to KM and by now it should be pretty clear that I believe that successful KM outputs are reliant on people. I also strongly believe that the key to KM needs to consider the following in its operational activities:
The needs of the individual, framed by the strategic and operational drivers of the organisation and enabled by the processes that bind the two together.
Accepting people as the locus of our KM activities leads to their development.
The context is knowledge-management, in this case. But it could just as easily be said about enterprise-architecture, or process-management, or service-management, or just about anything else.
It’s all about people: about their needs in a business context, about how they relate to the business and its context, and how the work itself links everything together.
It’s all about people: sure, there’s also some IT in there, but I strongly believe that that IT should only rarely be our first focus, and should never be our sole focus.
It’s all about people: which is why we need frameworks and methods and toolsets and the rest that help us frame that focus around people – rather than simply ignore people, or exclude them entirely from the assessment, as happens all too often at present.
It’s all about people: it’s through people that knowledge, process, architecture, service and everything else within the enterprise all intersect.
Whatever it is, it’s all about people.
Kinda helpful to remind ourselves of that point sometimes…? 🙂