Globalization is both a blessing and curse. On one hand, it's the cornerstone to industrial development, financial growth, political expansion, and cultural diffusion.

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 information silos.

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.

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