Global KM week 2025

Insights from the KMGN Survey

on the Management of KM Networks

Welcome to the Insights and Innovations section, where we present the findings from our KMGN Survey on Network Management. We would like to identify what successful (= already long existing) networks accomplished, and how they are organized. Ideally, this could be re-used and refined by emerging networks and thus contribute to their excellence goals.

Approach

A survey was launched in Q1 of 2024 as part of our effort to share lessons learned within our member networks, all actively engaged in knowledge management. Through a series of 24 questions, we explored various aspects of our networks, including their purpose, demographic composition, structure, activities, and sustainability strategies. The aim was to document the foundational stories, assess their current impacts, and envision their future trajectories within the broader context of knowledge management.

So far, we got responses from half a dozen established networks. We see this as a starting point only to collect more of your insights and will update the page continuously. These responses have been provided with the permission of the contributors and are intended to foster a collaborative spirit within KMGN, helping us all to grow stronger and more connected in our shared mission.

This page will start with a short and general summary of our findings and then present mini case studies reflecting the experiences of our contributors.

We invite you to explore these insights and consider how they might influence your own practices and contributions to the field of knowledge management.

Summary of Purpose and Vision of KM networks

Past - Present - Future

The future of KM networks will likely focus on deeper technological integration, strategic business alignment, and global collaboration, with an enduring commitment to education and resource sharing.

240812 Insights for (KM) Network Management.pptx

Demographics and representation

So far, the following KM networks and communities contributed to this project:

Swiss Knowledge Management Forum
AusKM
Society for Knowledge Management (GfWM)
Israel KM Forum
KM Society Singapore
Entovation International
Strategic Knowledge Innovation Management Community

We seek to become more comprehensive over time, but already cover four continents - not yet global, but a good start.

Typical reasons for starting a KM network

The establishment of Knowledge Management (KM) networks across different regions and contexts shares several common motives and underlying themes. Here are some typical reasons for starting a KM network:

Community Building and Knowledge Sharing:

Many KM networks were formed out of a desire to connect like-minded individuals who are passionate about knowledge management. This includes fostering a sense of community where professionals can share insights, learn from each other, and collaborate on common interests. Examples include Israel KM Forum and KM Society Singapore and Strategic Knowledge Innovation Management Community, GfWM, and SKMF.

Professional and Academic Development:

A significant motive for establishing KM networks is to advance professional and academic understanding of KM. This includes developing educational programs, certifications, and resources that support the professional growth of members. Example: GfWM and Israel KMF.

Formal Representation and Global Connectivity:

Networks often aim to provide a formal structure through which local communities can be represented on a national or international stage. This helps in standardizing KM practices across different regions and promoting global exchange. Example: Australian KM and Entovation International.

Adaptation to Technological and Organizational Changes:

As technology evolves, KM networks adapt to include new tools and methods for managing knowledge. This is especially relevant in maintaining the relevance of KM practices in changing business environments. Examples: GfWM and Entovation International.

Typical activities and goals of KM networks

The typical activities and goals of Knowledge Management (KM) networks share several similarities despite their unique regional and organizational contexts. These commonalities often revolve around fostering community engagement, promoting knowledge exchange, and facilitating the professional development of their members.

Here are some key activities and goals that are commonly pursued by KM networks:

Community Building and Engagement:

KM networks frequently aim to create a robust community of practitioners, academics, and other stakeholders who are interested in knowledge management. This includes hosting regular meetings, roundtables, and annual conferences to foster a sense of community and belonging among members.

Professional Development and Education:

Many networks focus on providing educational opportunities such as workshops, seminars, and certification programs to enhance the professional skills of their members. These activities are designed to keep members abreast of the latest KM theories, practices, and tools.

Knowledge Sharing and Collaboration:

A core activity for KM networks is facilitating the sharing of knowledge and best practices among members. This can involve the creation and dissemination of publications, conducting joint research projects, and organizing knowledge camps or special interest groups that focus on specific KM topics.

Networking and Partnership Building:

KM networks often strive to build strategic partnerships with other organizations, both within and outside their regions. These partnerships can help in sharing resources, expanding influence, and working collaboratively on projects that have a broader impact.

Promotion of KM Practices:

Advocating for the adoption and implementation of KM practices within various organizations and industries is another key goal. This can involve the development of standards and frameworks for KM, advising organizations on KM strategies, and recognizing excellence in KM through awards and recognitions.

Adaptation and Innovation:

Keeping pace with technological advancements and changing organizational needs is crucial. Many KM networks actively work on integrating new technologies like AI and big data into KM practices, and they adapt their activities to reflect the changing landscape of work and communication, such as moving towards virtual collaboration.

Strategic Focus and Impact:

Larger, more strategic goals often involve using KM to drive innovation, improve organizational performance, and create a culture that supports continuous learning and improvement. This strategic focus can include long-term projects that aim to transform business practices and organizational cultures through effective KM.

Typical ideas about the future of KM networks

Balanced Growth and Deepening Relationships:

Many KM networks are exploring a dual approach that balances the growth of their membership with the deepening of relationships among existing members. This reflects an understanding that both expansion and strong internal connections are vital for sustained impact and resilience.

Adaptation to Technological Changes:

A recurring theme is the adaptation to and integration of new technologies, particularly artificial intelligence (AI). Networks see these technologies not just as tools but also as catalysts for new KM practices that can fill gaps left by technological disruptions.

Global Connectivity and Collaboration:

The shift towards more globalized interactions, accelerated by the COVID-19 pandemic, has made virtual collaboration and global connectivity more critical. KM networks aim to leverage online platforms to connect members across geographical boundaries, enhancing global knowledge sharing and cooperation.

Strategic Focus on Value Addition:

Rather than merely increasing their numbers, many KM networks are focusing on how they can add value to their members and the broader community. This includes applying KM to improve business processes, innovation, and addressing specific industry challenges such as those in supply chains or the agricultural sector.

Responding to Market and Industry Needs:

KM networks are increasingly aligning their activities with market and industry needs. This involves using KM to address specific sectoral challenges and ensuring that KM practices are relevant and practical for both public and private organizations.

Educational and Professional Development:

Continuing education and professional development remain core activities. Networks are focusing on offering training, workshops, and certification programs that are tailored to the evolving needs of their members and the broader KM community.

Cultural and Competency Development:

There is a significant emphasis on developing a culture of knowledge sharing and collaboration. This includes enhancing the competencies, skills, and cultural understanding of members to foster a more collaborative and innovative KM community.

Typical ideas about the impact of KM networks in a broader context

Educational Influence and Resource Sharing:

Many KM networks emphasize their role in educating both their members and the broader community. This includes lecturing at universities, consulting for organizations, and producing publications that disseminate KM learnings and best practices. For instance, the Swiss Knowledge Management Forum highlights how its members contribute to KM education through universities and professional settings.

Fostering Innovation and Practical Application:

Networks often see themselves as bridges between theory and practice. They facilitate the application of KM principles in real-world settings, such as businesses and government offices. For example, GfWM supports industry-academia relationships and develops resources like practical guides on implementing KM standards for SMEs.

Cultural Influence on KM Practices:

Some networks, like Australian KM, believe their cultural context (e.g., egalitarian, low power differential) uniquely positions them to influence KM practices both locally and globally. This cultural influence can lead to more open communication and a critical approach to new technologies and practices, such as AI integration with KM.

Global and Regional Networking:

KM networks often aim to extend their impact beyond local or national boundaries through global and regional collaborations. This is evident in networks like AuSKM, which participates in global networks like KMGN to share knowledge and experiences worldwide, and KM Society Singapore, which partners with ASEAN states.

Adaptation to Changing Interests and Technologies:

Networks acknowledge the need to adapt to changing technologies and shifting interests in KM. This adaptation is seen as crucial for maintaining relevance and impact, especially in the face of evolving technologies and varying levels of interest in KM across different regions.

Replication and Expansion of Successful Initiatives:

There is a strong emphasis on replicating successful programs and initiatives in other regions or countries. The Israel KM Forum, for example, is proud of its unique activities being adopted by other networks, indicating a broader impact through the spread of effective KM practices.

Founding Motives and Purposes of KM Network

Community Building and Knowledge Sharing: Most networks aimed to create communities where knowledge management professionals could share insights, collaborate, and learn from one another.
Professional Development: Educational initiatives such as workshops, certifications, and seminars were common, intended to advance the knowledge and skills of members.
Global Connectivity and Representation: Many networks sought to connect local practices to a global framework, ensuring a unified presence and sharing of best practices internationally.
Innovation and Adaptation: Early motives also included fostering innovation within organizations through KM and adapting to evolving business and technological landscapes.

Current Focus and Relevant Changes

Integration of Technology: Modern KM networks increasingly emphasize the integration of technologies like AI, recognizing the need for KM strategies that incorporate digital transformations.
Strategic Business Alignment: There is a greater focus now on aligning KM practices with strategic business outcomes, moving beyond basic education and community building to apply KM in ways that directly impact business efficiency and innovation.
Global and Virtual Collaboration: Reflecting global changes, especially post-COVID-19, networks have adapted to emphasize virtual collaboration and global connectivity more than ever before.
Cultural Influence: Networks like Australian KM highlight how local cultural contexts shape their KM practices and influence their broader contributions to the global KM community.

Ideas Losing Relevance

Broad-based Community Events: While still important, the simple gathering of KM professionals without a specific strategic or technological focus is less emphasized.
General Knowledge Sharing: The generic sharing of knowledge is being superseded by more targeted, strategic knowledge dissemination that aligns closely with specific organizational needs and technological advancements.

Future Outlook and Impact

Educational Influence and Resource Accessibility: Networks like the Swiss Knowledge Management Forum intend to continue influencing KM through educational efforts, emphasizing the importance of making high-quality KM resources accessible.
Adaptation to Technological Advancements: Networks acknowledge the need to continuously adapt to new technologies, with a specific emphasis on how AI can be integrated with KM to fill new gaps created by technological advancements.
Focus on Practical Application and Industry Needs: Practical applications of KM, as emphasized by GfWM through documents like the ISO 30401 for SMEs, are seen as crucial for the future, ensuring that KM remains relevant to industry needs.
Enhanced Global Collaboration: The strategic importance of global connectivity is expected to grow, with networks like KM Society Singapore considering transformations that better suit the global digital landscape.

Local Deviations and Detailed Insights

Australian KM's Cultural Approach: The egalitarian culture in Australia is seen as fostering a more open and critical engagement with KM, potentially offering early insights into KM's integration with AI.
GfWM's Competitive Environment: The competitive atmosphere among stakeholders within GfWM is both a driver for innovation and a barrier to collaboration, illustrating the complex dynamics within some networks.
Israel KM Forum's Impact Replication: The pride in having their unique activities replicated abroad shows a desire not just for local success but for global influence.

View or download our findings as a presentation and use it to advance your network.

View or download a poster we present at the ECKM 2024

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