Engage, Process, Control are all fundamental goals of a corporate knowledge strategy, supporting business objectives and significantly reducing costs and legal risks. This panel discussion links knowledge strategy to these goals and describes how an effective knowledge strategy leads to organizational effectiveness and mission-specific success, while helping to reduce legal risks such as e-discovery and privacy breach. Panelists will also describe how knowledge strategy development connects to career success for AIIM members.

1. #AIIM14
#AIIM14
#AIIM14
Panel
Discussion
Knowledge
Strategy:
Your
Leadership
Advantage
Guy
St.
Clair,
Moderator
SMR
Interna9onal
@smr_knowledge

2. #AIIM14
Knowledge
Strategy:
Your
Leadership
Advantage
§ Guy
St.
Clair,
Moderator
§ President
and
Knowledge
Services
Evangelist,
SMR
Interna9onal
§ Faculty,
Columbia
University,
M.S.
in
Informa9on
and
Knowledge
Strategy
§ Panelists
§ Anne
Kershaw
§ Co-­‐Owner
and
Managing
Director,
Knowledge
Strategy
Solu9ons
§ Faculty,
Columbia
University,
M.S.
in
Informa9on
and
Knowledge
Strategy
§ Shannon
Spangler
§ Co-­‐Owner
and
Managing
Director,
Knowledge
Strategy
Solu9ons
§ 2013
Graduate,
Columbia
University,
M.S.
in
Informa9on
and
Knowledge
Strategy

3. #AIIM14
Knowledge
Strategy
…the
management
discipline
that
ensures
organiza9onal
effec9veness
by
matching
intellectual
capital
management
with
the
corporate
or
organiza9onal
mission
The
goal?
Successful,
enterprise-­‐wide
knowledge
development,
knowledge
sharing,
and
knowledge
u9liza9on
(KD/KS/KU)

4. #AIIM14
Knowledge
Strategy
§ What
are
the
Knowledge
Strategy
elements?
What
makes
Knowledge
Strategy
work?
§ Intellectual
capital
management/knowledge
management
(KM)
–
“working
with
knowledge”
§ Knowledge
services
–
converges
informa9on
management,
knowledge
management,
and
strategic
learning
–
“the
prac%cal
side
of
KM”
§ Strategic
learning
–
any
process
(formal
or
informal)
through
which
knowledge
workers
acquire
informa9on
and
knowledge
that
improves
or
enhances
work
performance

5. #AIIM14
Why
Knowledge
Strategy?
Isn’t
Knowledge
Strategy
already
in
place,
as
a
management
prac9ce
(even
if
not
established
as
a
formal
discipline
or
func9on)?
§ What
are
the
advantages
of
a
knowledge
strategy?
§ Are
there
disadvantages?
§ What
purpose
is
served
by
characterizing
an
organiza9on
as
a
“knowledge
culture”?

6. #AIIM14
Knowledge
Strategy
/
Knowledge
Value
Is
it
possible
to
link
knowledge
value,
communica9on
and
collabora9on,
and
corporate
goals?
Is
this
a
job
of
the
knowledge
strategist?
[Example:
How
do
we
convey
to
company
leaders
the
reali9es
and
limita9ons
of
what
can
be
done
within
the
framework
of
the
company’s
technical
infrastructure?]

7. #AIIM14
The
Knowledge
Strategists
Who
are
the
company’s
best
knowledge
strategists?
Where
do
they
come
from?
§ Organiza9onal/corporate
execu9ves
(“c-­‐suite”
leadership)
§ Prac99oners
(informa9on
specialists,
research
managers,
strategic
knowledge
professionals)?
§ Subject
specialists?
§ Informa9on,
knowledge,
learning
professionals?
§ Technologists
and
informa9on
scien9sts?

8. www.aiim.org/infochaos
Do
YOU
understand
the
business
challenge
of
the
next
10
years?
This
ebook
from
AIIM
President
John
Mancini
explains.