deployment with continued training; help lines; newsletter;
and other forms of communication (usually online), such as
testimonials, success stories, and case studies. Even a local peer
group that meets once a week to discuss how the transformation
is proceeding and offer up suggestions for improvement can be
valuable.
ConclusionAt the end of the day, no KM system can survive an organization
that doesn’t value it and won’t accept it. If your investment in
knowledge management does not include a corresponding invest-
ment in change management, you may be throwing more than
your financial investment down a rat hole. You may be tossing a big
piece of your credibility down there too. But paying attention to
change management and the twelve change management factors
presented in this chapter can make the difference between a suc-
cessful KM implementation and starting over. Just following the
checklist in Exhibit 22.1 is a good start.
Knowledge management goes beyond smart individuals to
build a smarter enterprise, but you’ll never get there if your KM sys-
tem languishes because you failed to consider change management.
If you build it and you prepare your people for it, they will come,
use it, and support it.
Marc J. Rosenbergis an independent consultant and leading figure
in the world of training, organizational learning, e-learning, knowl-
edge management, and performance improvement. He is the author
of the best-selling book E-Learning: Strategies for Delivering Knowl-
edge in the Digital Age.Rosenberg is a past president of the Interna-
tional Society for Performance Improvement (ISPI). He has spoken
at the White House, keynoted numerous professional and business
conferences, and written more than thirty articles in the field. He is
a frequently quoted expert in major business and trade publications.
Contact: http://www.marcrosenberg.comTHEROLE OFCHANGEMANAGEMENT 251