When is a guerrilla KM approach not just possible — but required?

This week, in our Knowledge Management Global Network (KMGN) Strategy Course, Rudolf DSouza led a powerful discussion on Guerrilla Approaches in KM.

If I had to explain guerrilla approaches in one sentence, they are bottom-up or side-door moves that create momentum when the formal path is blocked.

And when are they required, not just possible? When one or more critical conditions are missing:

• Organizational culture is not yet supportive

• Management buy-in is weak or inconsistent

• Organizational readiness is low

Guerrilla approaches are not limited to a specific stage. They are relevant in strategy formulation, in change management programs, and in operational KM alike.

What turns an initiative into a true guerrilla move?

1. Low cost

2. High impact

They do not replace a full KM journey. But they can ignite it. They create proof, energy, and visibility that enable the broader rollout of a KM program.

Examples discussed included, among others:

• Foot in the door: Securing outstanding buy-in from a senior leader by demonstrating concrete, organization-specific business impact through KM

• Dopamine Method: Launching a focused KM campaign that builds awareness and voluntary engagement across the organization.

Guerrilla KM is not about bypassing the system. It is about creating just enough traction to make the system ready.

Sometimes, the smartest strategy is not to push harder, but to move differently ✨