Technology undoubtedly plays a big part in the growing need for better knowledge management. In this digital, hyperconnected era, organizations are collecting and generating a “tsunami of data”, but few can capitalize on its full potential.
Technology has also spawned new ways of working that increases the need for knowledge management. With the explosion of workforce conversations taking place on digital collaboration tools, knowledge no longer stagnates on databases waiting to be accessed but instead flows dynamically across the digital communication channels that now define working relationships.
So, it is not surprising that technology and knowledge management are intricately linked and intertwined. Emerging AI capabilities such as natural language processing and natural language generation can automatically index and combine content across disparate platforms. These same technologies can also tag and organize information, automatically generating contextual metadata without human intervention and removing a major barrier to using the sea of knowledge created by an organization’s people and networks.
Technology becomes embedded in organizations’ teams in ways that help advance their collective intelligence. As a key application of superteams, knowledge management is evolving far beyond traditional internal databases that workers occasionally visit to look up information. Instead, it connects all of an organization’s different teams, systems and networks, elevating and honing everything the organization does. It proactively pushes the right information to the right person at the right time, and it accelerates learning by automatically delivering the expertise that people need to develop key skills and capabilities.
An effective knowledge management approach can give workers a larger platform to build on each other’s knowledge and expertise, increasing their value to the organization and ultimately offering them a greater sense of security at work. This is a world where innovation and growth depend on synthesizing information and finding patterns that no single human eye can see. Therefore, job security and organizational status come from your contributions to personal and organizational reinvention—not from keeping information siloed for individual use only.
This goes hand in hand with seeing knowledge management as more than just a way of capturing and disseminating information and, instead, viewing it as a way of creating knowledge to develop new products, services, or solutions.
In this series of articles, we will introduce you to each of the 2020 Deloitte Global Human Capital trends and show how organizations can work within an environment shaped by the fusion of technology and people to embed purpose, potential and perspective into the DNA of how they operate. If you would like more information on Knowledge management—Creating context for a connected world, please contact the Deloitte Banking and Human Capital Leader, Pascal Martino (firstname.lastname@example.org).
And if you would like to view the full 2020 Human Capital Trends report, please download it here: https://www2.deloitte.com/lu/en/pages/human-capital/articles/human-capital-trends.html#1
Look for our next article “Beyond reskilling—Investing in resilience for uncertain futures” to learn how a system that invests in workers’ long-term resilience can build organizational resilience in a world where the only constant is change.
Communicated by Deloitte
Publié le 14 septembre 2020