Naked and afraid? A quick survival guide for developing Organisational Knowledge Capability

• Organisational Knowledge Capability is built upon the ability of the individual, group, team, organisation and/or community to acquire & embed, share, deploy (activate) and create knowledge

• Organisational Knowledge Capability efforts must bring competitive advantage and contribute to the protection or creation of value for the individual, group, team, organisation and/or community via enhanced decision-making and problem solving.

• Leadership is central to optimising Organisational Knowledge Capability, but the management of managers and their understanding of competencies (how knowledge is acquired/embedded, shared, deployed and created) is critically important.

• Individual commitment is more important than compliance if you are to enhance Organisational Knowledge Capability.

• Organisational Knowledge Capability determines organisational agility, when reacting to, informing or anticipating changes in the environment.

• Organisational Knowledge Capability must be integrated into business strategy.

• Organisational Knowledge Capability is far too important to only exist in a silo.

• Organisational Knowledge Capability has to be come part of the organisation’s "consciousness."

• Everyone needs to feel engaged and involved in developing organisational Knowledge Capability policy and practice.

• Managing culture is more important than developing processes or systems.

• Horizontal and vertical integration is essential to developing Organisational Knowledge Capability (e.g. HR, IT, Project Management, Talent Management, Operations integration).

• Organisational Knowledge Capability relies on empowerment/sponsorship and widely distributed responsibility

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