Knowledge Management in Public Organizations: "Even a thousand-mile journey begins with one small step"

Prefer to Listen? Tune in to the Podcast

In recent years, there has been growing recognition of the importance of Knowledge Management in organizations. Professional, operational, and managerial knowledge constitutes a critical resource for organizational success, but it is often stored in employees' minds or scattered across inaccessible documents. Sometimes this is the day-to-day reality, and it might persist for years. Habits, lack of knowledge, lack of awareness, and fear of change—all of these can prevent Knowledge Management from being more than a theoretical concept. 

Sometimes, Knowledge Management processes occur intuitively, without employees even realizing they are actually practicing it. However, usually an outside perspective is required—one that can unveil critical issues. Such an observation has the power to initiate a fascinating journey, beginning with a small step and culminating in significant change. This was the case in a certain government ministry, where, following an external audit report, we were called to help improve organizational knowledge management. And so it was that the audit report led to the implementation of a comprehensive strategic process, whose purpose was to transform the organization's employees' knowledge into a managed, accessible, and shared asset.

The Starting Point: Critical Gaps in Knowledge Management

Naturally, as work processes become increasingly complex, the amount of information that needs to be captured, processed, classified, and documented grows, and the need for efficient and advanced Knowledge Management processes increases. To provide an effective response to Knowledge Management needs and enable quality and efficient work with content and information, there is a need for an organized and uniform policy for document and information management.

Following the aforementioned audit report, we conducted several comprehensive surveys among ministry employees, which revealed a troubling picture: most employees who participated in the surveys reported difficulty in locating non-operational information, dependence on the knowledge of experts and retirees, and a proliferation of external documents that are not integrated into the organizational information infrastructure. The procedures—those critical tools for management—also required simplification, accessibility, and transparency.

A mapping we conducted in the initial stage revealed that documents are stored inconsistently—some on personal drives, some in temporary folders, and some not filed in folders at all. Many employees were accustomed to saving files on their desktops or local drives, which made it difficult to share and locate documents, as well as manage current versions. Furthermore, there was no clear policy regarding file names, version management, or handling documents received via email or from external sources.

The main challenges we faced when proposing solutions included, among others:

• Information dispersion – Many documents are stored without an organized policy, in various locations: in personal folders, on file servers, in SharePoint, and even in emails. This dispersion makes it difficult to locate information precisely when needed and severely limits knowledge sharing between employees and between units.

• Lack of uniform infrastructure – The absence of a clear policy for document management results in a lack of uniformity in file names, versions, formats, and so forth.

• Technological and cultural barriers – The digital literacy level of employees directly affects the success of Knowledge Management. When employees save documents on their desktops or in temporary drives and do not use collaborative platforms, a real risk of knowledge loss is created. Additionally, unfamiliarity with existing tools limits the ability to share and document information.

• Information security and regulation – Government ministries are obligated to protect sensitive information in accordance with the Freedom of Information Act, privacy protection regulations, and government guidelines. Improper document management can lead to unwanted exposure or regulatory violations.

• Preservation of organizational knowledge – Employees retire, change positions, or switch roles, and the knowledge they have accumulated may be lost if it is not documented and preserved in an accessible manner.

  
  

Formulating Strategy and Setting Out

Following the report and surveys, the ministry formulated a clear vision: to transform information and knowledge into a foundation for smart and advanced management. In light of this vision, clear objectives were defined: reducing dependence on individuals, extracting critical knowledge, and improving document management infrastructure, which constitutes a critical foundation for any Knowledge Management process. Documents are not merely tools for documentation; they reflect decisions, procedures, insights, and processes. When there is no organized policy for document management, the organization may lose important information, its functional continuity may be impaired, and knowledge sharing between units may suffer.

Therefore, among the prominent actions recommended for implementation in the field of document management were the organization of shared document folders and the implementation of a uniform document management policy.

Formulating Document Management Policy

As part of the strategic process, a document management policy was formulated, including clear guidelines for storage location, file naming, uniform templates, version management, handling external documents, and the  proper use of email. The policy was designed to create uniformity, improve document accessibility, and ensure the long-term preservation of critical information.

Mapping and Characterizing Needs

In preparation for implementation, it was decided to conduct a pilot in several selected units within the ministry. In these units, mapping and characterization of the existing work environment were performed. This process involved conversations with managers, a review of existing folders, and an  understanding of  the unique needs of each unit. Based on the mapping, a tailored work environment was built. The guiding principle was to adapt the solution as much as possible to the specific unit's needs, while striving toward a transition to working on a collaborative platform.

Upgrading the Existing Platform

The central platform for document management was a SharePoint implementation, but its use was limited. Following the understanding that this application had not been properly implemented in the past, it was decided to upgrade it, both functionally and design-wise. This decision was made after examining several other platforms, and concluding that it was preferable to upgrade the existing platform, thanks to the local development capabilities within the ministry, and also due to its compatibility with the future transition to Israel's government computing infrastructure to cloud computing.

The upgrade included local developments, improved visibility, and better accessibility of documents. All of these were carried out within the pilot framework in a specific unit. The implementation of the upgraded platform version was not performed only by IT personnel, but also included assistance from a UX expert and leading employees in the unit. The combination of technological expertise with organizational understanding enabled better adaptation to field needs, increasing the likelihood of successful implementation.

Combining Forces

Upgrading the platform was an important step, but not sufficient in itself. True success is measured by the ability to motivate employees to change ingrained habits, transition to saving documents in a collaborative environment, and, during the process, understand the value inherent in the change. For this purpose, thought and joint work with employees were invested in building the folders. In many cases, employees realized on their own that their previous work method had not been optimal. In fact, most of them understood this even before the process began, but they lacked the power to bring about the necessary change on their own.

Working simultaneously on upgrading the platform and converting content to a shared drive proved critical. It enabled employees to engage in the conversion process with positive expectations for the change that the technological upgrade would bring. This approach reduced resistance, increased the sense of control, and facilitated a more gradual and successful implementation. It also emphasized to employees that document management is not just a technical matter—it is part of organizational culture, and that investing in transferring documents to a shared location is critical for creating order, accessibility, and knowledge sharing. Without this change, the upgraded platform could become an empty tool.

Replicating Success

Indeed, the platform upgrade proved successful. The renewed visibility, alongside improved functionality and increased employee participation in the entire process, contributed to employees gradually transitioning to saving documents in the application.

The upgrade was another step in the right direction, but in certain respects, it was the relatively easy part of the process. True success depends on the organization's ability to carry out significant cultural change—transitioning from saving documents on personal and shared drives to proper saving and tagging in the upgraded platform.

After the successful platform upgrade in the unit where the pilot was conducted, we moved on to replicate the success in other units as well. In these units, we were able to demonstrate the upgraded platform to employees and recommend that they adopt it, while also tailoring it to their specific needs. Thus, we ultimately worked in an agile manner, with all stakeholders emerging as winners and satisfied.

How Do We Continue from Here?

The recognition that effective document management contributes to improving work processes, reducing duplication, and enhancing decision-making is an integral part of a profound and necessary cultural shift. Document management enables employees to access relevant and up-to-date information, strengthens the sense of order and professionalism, and facilitates knowledge sharing among employees and across units. Beyond that, it serves as a foundation for developing additional infrastructures, such as knowledge repositories, organizational portals, and smart tools.

Even after upgrading the existing platform, a gradual process continues in parallel with transitioning from saving documents in a scattered and disorganized manner to saving according to the formulated taxonomy and on the collaborative platform.

There are, of course, additional challenges as well. Ongoing training must be provided to employees on the importance of document management, the proper use of systems, and adherence to organizational policies, to achieve the effective implementation of the policy and platform. It must be continuously emphasized to employees that document management is not just technology—it is part of the organizational DNA. Therefore, it must be integrated into routine, training, and organizational measurement.

In Summary,

Effective document management contributes not only to knowledge preservation but also to operational efficiency, improved decision-making, and the reduction of duplication. It enables employees to access relevant and up-to-date information, thereby strengthening the sense of order and professionalism within the organization. The organization's management decision to invest in this area speaks volumes about the value the organization attributes to it, thus has the power to positively influence employees' perception of the subject as well.

Sources:

ECM Content Management systems in the age of portals

---

Want to learn more about document & content?

Here are some articles you might find interesting:

• The Next generation of personalization

• Has content become a secondary component of websites?

• What is the relationship between content reading and the user experience?