The document outlines the relationships between the knowledge management (KM) function and other key groups in an organization. The KM function works with various groups like sales and marketing, production, human resources, training, and research and development. It helps incorporate knowledge into processes, build sustainability, track and close skills gaps, enable faster learning through sharing, define recruitment and appraisal policies aligned with KM culture, build thought leadership, analyze and close value gaps, assess and grow core competencies, promote collaboration, and achieve excellence through reuse of assets and lessons learned. The document proposes that the KM function should stand independently with the KM head reporting directly to the CEO.

1. KM Function and Relationship with Key groups
Knowledge
Management
Function
Sales and
Marketing
Production
Team
Human
Resource
Management
Training team
Process Team
Research and
Development
• Incorporating knowledge into
the process flow
• Build sustenance by
incorporating KM Concepts
into the processes
• Track the skills gap and close the
same
• Enable faster learning through
sharing and collaboration
• Defining recruitment policies to
ensure employees are aware of
expectations
• Appraisal policies aligned with KM
Culture
• Build thought leadership
through CoE
• Define value ladders, analyse
gaps and close the same
• Assess the core competency,
protect and grow the same
• Protect and grow core competency
• Promote collaboration between
sales, marketing, R&D and
Production
• Faster sales turnover through best
practice sharing
• Achieve excellence in production
process through
• Reuse of assets
• Continuous through lessons
learned and best practice sharing
Rethinking KM
• A view of how KM is linked
with the different groups
• This is a generic view and
would change based on the
industry concerned
• This view proposes that KM
function should not be
considered as a part of any
other function but stand
independently with the KM
head reporting directly to CEO