The U.S. Army on Knowledge Management: Uncle Sam's 12 Principles of KM

KM, KM Culture, knowledge management Add comments
Aug 212008

See the Government Computer News website for the U.S. Army’s 12 principles of knowledge management. Here’s a summary list:

1. Train and educate leaders, managers and champions.
2. Reward knowledge sharing and make knowledge management a career-enhancing activity.
3. Establish a doctrine of collaboration.
4. Use every interaction, whether face-to-face or virtual, as an opportunity to acquire and share knowledge.
5. Prevent knowledge loss.
6. Protect and secure information and knowledge assets.
7. Embed knowledge assets (links, podcasts, videos, simulations, wikis, etc.) in standard business processes and provide access to those who need it.
8. Use standard legal and business rules and processes enterprisewide.
9. Use standardized, collaborative toolsets.
10. Use open architectures to permit access and searching across boundaries.
11. Incorporate a robust search capability to access contextual knowledge.
12. Use portals that permit single sign-on authentication for all users, including partners.

The PDF referenced in the website includes the principles with corresponding rationales and implications, an illustrative scenario, and a nice glossary of terms.

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Posted by Patrick DiDomenico at 9:29 am
  • http://www.ISKALLC.com Jane

    It was a nice surprise to see the Army’s KM focus highlighted in your blog. I have been involved with the KM program in the Army for the past 7 years. Actually one of the early “star” efforts at KM and communities was done by the Army Judge Advocate General Corps–called JAGC Net–probably around 1999-2000. It provided a knowledge base and a community discussion forum for all Army lawyers. The Army aas an institution has had a formal emphasis on knowledge management since 2001 when the first Army Knowledge Management strategy was published, and then spent many years concentrating on the technology part of the people-process-technology interplay of KM–creating an enterprise portal (“Army Knowledge Online” is reported to be the world’s largest intranet with well over 1 million users) and establishing a standard network infrastructure that would enable the sharing of knowledge across its global operations. I believe these recent principles reflect a maturing in the organization of what successful KM is really about–the people, the processes, and operating as a knowledge-based organization.

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