Un article de CIO magazine explique pourquoi la méthode incrémentale est la mieux adaptée à la mise en place d’un projet KM:
"The vast majority of KM implementations for three years and back didn’t work," says KM expert Donna Fluss of DMG Consulting. Companies failed at KM, she says, because they tried to tackle too much in one fell swoop. "If you try to change 100 things at once, you have a very large bag of things that can go wrong. If you try to change 10 things, you have a better chance," she says.
Ca semble évident mais bien sûr ça ne va pas dans le sens des éditeurs de grosses solutions.
Autre prise de conscience intéressante:
Value might be created in a specific process area, or even just for certain kinds of transactions. "You’ve got to put it in the context of your organization and bring it to the level of the individual, and then value engineering really works,"
Relevons aussi ce passage:
A lot of early KM efforts failed because they added cumbersome steps to
the jobs of already overworked employees. So when things got busy,
workers just didn’t bother with the extra steps. By starting small and
focusing on one job role at a time, you can build KM into a job
function in a way that actually helps employees do their jobs better,
faster or more easily.
Rien que du bon sens.