Developing a Knowledge Management Strategy 107Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without writtenwhat they were doing. The Team’s understanding of KM was that it should be used to
enhance organizational performance by explicitly designing and implementing tools,
processes, systems, structures, and cultures to improve the creation, sharing, and use
of knowledge that was critical for decision making. With this understanding, the Team
felt that the goals of KM and the goals of the Deskbook and Lessons Learned projects
were consistent. The Team also strategized that if it labeled its efforts as KM, it was
possible the Team could receive more leadership support and funding. From that point
forward, AFMC/DR Deskbook Team approached its projects and proposals from a KM
perspective.
In addition to the Deskbook and Lessons Learned projects, the AFMC/DR Deskbook
Team had also developed Web-based acquisition training to educate the acquisition
workforce in lieu of sending them to classroom training. Randy Adkins, a civil service
employee with 20 years of experience in various positions at Headquarters AFMC, was
in charge of the development of this Web-based training program. At the same time,
Robert Mulcahy, the deputy director of AFMC/DR, expressed concern with the impend-
ing retirement-driven talent drain that was soon to affect his organization as well as all
of the AFMC enterprise. Previous studies both inside and outside the AF indicated that
more than 50% of the AF’s civilian acquisition personnel would be eligible to retire by
2005 (Cho, Jerrell, & Landay, 2000). Unless this issue was immediately addressed,
Mulcahy knew that the acquisition workforce would lack the talent, leadership, and
diversity needed to succeed in the new millennium. In searching for a solution, he
recognized the value of KM concepts as they applied to his organization. He soon became
a KM champion and pushed for a merger of the Deskbook, Lessons Learned, and Web-
based training programs. He felt these programs, and the information systems that
comprised their foundation, were synergistic and could be used in tandem to help capture
and disseminate the knowledge of the rapidly retiring civilian workforce. In early 1999,
Mulcahy turned to Adkins to spearhead the consolidation which would result in a new
combined effort called the AF Knowledge Management (AFKM) program. Together, he
believed they could bring KM to AFMC.
Figure 3. HQ AFMC organization and directorates
CE
Civil EngineerDO
OperationsST
Science and TechnologyLG
LogisticsEN
Engineering
PA
Public Affairs
XP
Plans and Programs
FM
ComptrollerPK
ContractingHC
ChaplinSC
Communications
and InformationDP
PersonnelHO
HistorianSE
SafetySF
Security ForcesIG
Inspector GeneralDR
RequirementsSG
Surgeon GeneralJA
Staff Judge AdvocateIN
IntelligenceHQ AFMC
Command SectionCE
Civil EngineerDO
OperationsST
Science and
TechnologyLG
LogisticsEN
EngineeringPA
Public AffairsXP
Plans and ProgramsFM
Com ptrollerPK^
Contracting^HC^
Chaplin^SC^
Communications^
and InformationDP^
Personnel^HO
HistorianSE
SafetySF
Security ForcesIG
Inspector GeneralDR
RequirementsSG
Surgeon GeneralJA
Staff Judge
AdvocateIN
IntelligenceHQ AFMC
Command Section