Globalization is both a blessing and curse. On one hand, it's the cornerstone
to industrial development, financial growth, political expansion, and cultural
On the other, it's making it challenging for organizations to get a current,
accurate, and complete picture of any aspect of their business. Globalization
is integrating markets, customers, and partners who bring with them a variety
of enterprise content management (ECM) tools, processes, and procedures.
And they run the gamut from legacy to modern systems, some of which talk to
each one, some of which don't. Data is dispersed amongst shared network drives,
bottled in silos, and stored within individuals, making it difficult to share
and collaborate on information.
Helping companies get their arms around these mission-critical issues has long
been the bread and butter of knowledge management specialists. As the global
enterprise has changed, knowledge management has had to change with it.
Traditional content management systems are breaking down, driving vendors,
advisors, and internal experts alike to pioneer a new approach for capturing,
retaining, and sharing knowledge. It's a strategy that many verticals can learn
from and use to meet their global business objectives, and it starts by unlocking
Global Organizations Need Global Views
For several generations, organizations have been creating more information
silos and ultimately compounding the end-user access and productivity problem.
Billions of dollars have been invested in ECM and enterprise search, and we're
slowly coming to the realization that just because you have data, doesn't mean
you have knowledge and collaboration.
Much of an organization's knowledge is also stored within individuals. Capturing,
retaining, and transferring that knowledge is crucial to preserving intellectual
property and accelerating innovation.
This is a pain point particularly for companies that have reduced and continue
to reduce their workforces. And as we emerge from the recession, many hiring
managers need bodies, but can't afford full-time hires yet. They're using temp
workers, who take their knowledge with them when they leave the company.
Some companies have since adopted enterprise social networking (ESN) products,
such as LinkedIn and other social media services, to network, share ideas, and
get information. Employees are increasingly "going rogue," using services
such as Google Docs and Yammer to share information, completely outside the
bounds of corporate ECM systems.