When it comes to the value of institutional
knowledge in IT management, you have two options.  One — take
action to make institutional knowledge a valuable asset, or two —
let it sit there as an untapped resource.  Which one sounds
like the smart move? 

What is Institutional Knowledge in IT?

Here’s the short answer – it’s the collective wisdom, insight,
expertise, judgment and awareness gained from actual “in the field”
experience.  Institutional knowledge is derived knowledge, and
as such it bears certain distinct characteristics:

1. Institutional knowledge is unique knowledge, driven by
   collective experience and individual perception.
2. The “raw ingredients” of institutional knowledge exist in
   the minds of staff members and as part of the global documented record
   created by multiple work initiatives.
3. Institutional knowledge has to be captured (more so than
   acquired).
4. Uncaptured institutional knowledge can be easily lost with
   staff transition and turnover.
5. Institutional knowledge is subject to political
   circumstances and employee motivations.

Whenever a plan is executed, a project is completed, a system is
installed, or a technical problem is solved, institutional knowledge
is the natural by-product.  Within the IT management context,
institutional knowledge (also referred to as institutional
memory)  is made up of multiple formative components, to
include technology facts and information, operational procedures,
organizational awareness, actual results of work initiatives,
beliefs and perceptions of staff members,
stakeholder interests,
and defined “lessons learned” (from standardized reviews and evaluations).

---

---

Recognize.  Capture.  Integrate.

The work effort required to activate institutional
knowledge plays out in three (3) primary phases.  But, before
the process begins, the first (and
perhaps most important) step is to set appropriate and realistic
goals.  The key question is simple – what are you looking to
accomplish and why?  The sample “goals” listed below
illustrate the possibilities (demonstrating the value of
institutional knowledge and justifying the work effort involved):

Start with a Clear Set of Goals and Planned Purpose

• Goal #1 – To provide an informational basis to guide
  continuous improvement initiatives.
• Goal #2 – To avoid repetitive mistakes (minimizing risks,
  costs, and lost opportunity).
• Goal #3 – To avoid a loss of valuable knowledge associated
  with staff turnover, transfer and transition.
• Goal #4 – To reduce the wasted effort and lost productivity
  associated with “reinventing the wheel”.  You can’t always
  start at square one.
• Goal #5 – To ensure that critical knowledge is shared in a
  consistent, timely manner (and always readily available).
• Goal #6 – To shorten the learning curve for new staff
  members.
• Goal #7 – To provide the perspective that can only come with the
  passage of time (i.e. Why did we do that? 
  What were we thinking?)
• Goal #8 – To provide a factual basis (based on actual
  events) to guide future plans, actions and decisions, and to
  support innovative, critical thinking. 
  Informed decision
  making is confident decision making (with less risk).

Phase 1:  Institutional Knowledge Must Be Recognized.

As part of this first phase, “experiences” (projects, problems,
plans, actions, decisions, etc.) are evaluated to determine
knowledge potential (the
scope and extent of available institutional knowledge). 
This is accomplished through a series of investigative questions:

1. What did we do and why did we do it?
2. What were the results?
3. Did all go as planned and expected?
4. How do we all feel about it?
5. What did we learn from the experience?
6. What would we like to see repeated?
7. What would we like to see changed?

Phase 2:  Institutional Knowledge Must Be Captured.

Once knowledge potential is determined, it’s time to capture the
results as part of the IT-IKC (IT Institutional
Knowledge Catalog).  This is the primary deliverable of the
knowledge activation process (further detailed below).  To
realize all of the intended benefits, this cataloging effort must
be conducted in a consistent, standardized mannner:

1. Catalog contributors should be identified and assigned to
   required tasks.
2. Deadlines should be established to set expectations and
   ensure timely results.
3. Entries should be reviewed and approved by designated
   decision makers.

Phase 3:  Institutional Knowledge Must Be Integrated.

As part of this third phase, the knowledge derived is
applied to other initiatives in order achieve one or more
of the intended goals (as set out before the process began). 
In practical terms, integration is ongoing as new
circumstances arise and institutional knowledge is
continually updated and applied.

Creating Your IT-Institutional Knowledge Catalog

The IT-IKC is the primary deliverable of the knowledge activation
process, turning intangible concepts into executable
roadmaps.  Once created, the “catalog” becomes a reference
point for future action.  The catalog can be produced in
multiple formats (from simple fill-in forms to comprehensive
databases), but it should always be easy to use, readily accessible
and quickly searchable.  The goal is simple – to
record institutional knowledge in a manner that supports
compliance, participation, access and usability. 

---

THE IT SERVICE STRATEGY TOOLKIT

If you’re looking for a fast, easy way to achieve IT service success, you’ll find it inside
the IT Service Strategy Toolkit. This unique, informative online course gives you everything you need to become
an IT management leader and service planning expert. Here’s what you’ll learn:

• The I.T. Service Strategy Toolkit is an easy, engaging online course, containing over 50+
  education components, teaching you how to use the multi-stage ‘Service Strategy Process’ to organize the I.T. service function and deliver value-added I.T. services.

• Topics covered include developing the IT mission, organizing the IT service department, planning IT management policies, managing the IT/end-user service relationship, performing the IT service review, and more.

• Techniques covered include ‘Define, Align and Approve’, the ‘Manage by Process Framework’, the IT/End User Partnership, Proactive Problem Management and more.

• Download the tools and templates to produce the I.T. Vision Statement and multiple Service Review deliverables.

• Build and improve strategic planning skills, as you learn time-saving techniques to become a more productive IT manager or service professional.

• Course enrollment provides lifetime access to all components, with all future updates and additions included.