Quelle: CIO Asia

The Bank of Montreal's strategy for knowledge management(KM) may not seem like much of a strategy at firstglance. It doesn't call its initiatives KM; it doesn't sellKM as a lofty idea that will change the way its employeeswork; and it doesn't believe in spending huge sums of moneyto build new technology platforms for its KM projects.

Instead, it weaves small bits of KM into its most strategicbusiness projects. Its KM initiatives piggyback on the workand processes that are already in place. While its criticsraise questions over how impactful this approach is comparedto the big-bang KM efforts of many other organisations,clients of the Bank of Montreal's Knowledge ManagementCenter of Competency have been won over.

These 'customers'--the bank's lines of businesses--arelining up for more help, and it can only be because KM hasproven its worth, says Richard Livesley, senior manager ofKM, and application portfolio manager of Intranet andInnovative Solutions at the Bank of Montreal.

"The Center is run as a business within a business, and oneof our key success metrics is how many 'customers' are'hiring' us to work with them. Based on the numbers thatare, we know that our KM efforts are meeting the business'srequirements," he says.