Why KM needs sponsors, experts, and advocates in the business

Subject matter experts

KM doesn’t work well without involvement from subject matter experts (SMEs). These are people with the expertise and authority to document the organization’s most complex knowledge, sign off on official procedures and guidance, deliver training on advanced topics, and answer tricky questions in knowledge-sharing forums.

When SME is a formal role, KM can point to official, authoritative knowledge that employees can learn from and apply to their work. SME involvement also builds trust in KM, which, in turn, boosts KM participation, effectiveness, and value. For example, KM programs with a formalized SME role are significantly more likely to perform very effectively against their goals and objectives relative to those that do not have this role (36% versus 22%, respectively). Programs with a formalized SME role are also significantly more likely to say that their KM program delivers a lot of measurable value (57% versus 44%).

KM champions

Representatives who sit inside a function or business area are typically much better equipped than the core KM team to promote KM in a way that will resonate with their colleagues. For example, a KM advocate in R&D can explain the value proposition in a way that other researchers would understand and then provide targeted coaching on the best ways to get involved. Employees tend to favor information and recommendations from their peers, so this approach is more likely to drive participation. 

Formalizing this role also helps ensure that business representatives have time to craft compelling messages and talk to peers about KM offerings, benefits, and ways to engage. This kind of advocacy is linked to higher participation rates as well as more effective and value-generating KM programs.

Trainers and coaches

Training and coaching are also areas where KM benefits from having formal representatives in the business. People who are part of a function or team will understand which KM tools and approaches are most likely to be useful to their colleagues, as well as the training formats most likely to stick. In cases where trainers and trainees are co-located or work together regularly, it’s also much easier to offer shadowing and hands-on coaching in the flow of work.

For these reasons and more, we’ve found that formal roles for training and coaching make end users more likely to engage in ways that support KM’s goals. For example, 35% of KM programs with formal trainer or coach roles say they perform very effectively against their program goals, compared to 23% of KM programs without a formal trainer or coach role.

Key takeaways

Substantive benefits accrue to formalizing each of these roles. Formalization not only helps to provide the resources, time, and space to execute these roles most effectively, but also has a measurable impact on the success and value of KM programs. This makes sense because KM can’t go it alone: You need people out in the business to ensure critical knowledge is identified and that KM is working toward the right priorities. Formal business representatives also provide a connection between KM and its end users to help ensure that employees get the messaging, coaching, and training they need in order to engage.

See Figure 1: Impact of formal community of practice leaders in the business

See Figure 2: Impact of Formal KM advocates/champions in the business