Conversations about knowledge continuity often relate to succession planning and the retirement of key older leaders. While these considerations are obviously important, they can mask the fact that, these days, business critical expertise and knowledge often reside lower down in the organisation and with younger employees. And when these younger people leave, they can threaten the life of the business itself. New thinking and strategies are required to ensure that businesses find out who knows what, understand how they know, create processes for transferring what they know, develop communities rather than stars and secure their future success by enabling business continuity.
For the past few decades this function has largely been delegated to ‘Knowledge Management’ (KM), who in turn thought of it primarily as a technology solution. The amount of raw information that has been captured but not properly utilised or transferred into companies is frightening (and, very often, overwhelming and confusing, and therefore fairly useless). It is time to move beyond KM to ‘Wisdom Management’. Wisdom is knowledge that is not time-bound or linked to specific experiences. Rather, it is transferable and has the ability to be used, adapted and applied wherever it is needed.
The problem is that wisdom can’t be bought. It takes time. Or does it?
We live in a world of constant change. In particular, the last decade has seen a dramatic increase in staff turnover and voluntary employee churn. This has been driven mainly by a younger generation who tend to move every three years on average – and move not just within industries, but to entirely different careers, on a regular basis.
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