"Whoever Doesn't Move Forward, Moves Backward" - Interview with Moria Levy
- Omer Ben Yehuda
- Apr 1, 2006
- 6 min read
Moria Levy, a leader in the field of Knowledge Management in Israel, CEO of ROM Knowledgeware consulting firm, holds a Master's degree in Computer Science, has enrolled in doctoral studies (in Knowledge Management), is married to a Lieutenant Colonel in the Air Force, and is a mother of 4 children.
How did you start working in Knowledge Management?
I came to Knowledge Management almost by chance. I originally came from the software world, where I worked and gained 10 years of experience implementing new technologies and methodologies in organizations.
In my last position, I worked on certifying the software company where I worked for ISO9001. Indeed, the organization became the first "civilian software house" to earn the certification on its "first test." The achievement was even greater when I remembered how disorganized the company was at the beginning and how many changes we added to the company, unrelated to ISO, to upgrade and improve it according to the growth it underwent during those years.
After completing the project, I left the company to open my own software house. At this stage, I still hadn't dreamed of Knowledge Management.
The first job offer I received as an independent shaped my future path. A manager at the high-tech company FOXCOM offered me the opportunity to carry out a knowledge management project (1998). Since I wasn't familiar with the field, I initially declined. However, the opportunity intrigued me, and I began studying the field.
To my surprise, I found that an initial group of people were learning about the field in Israel. I realized that my experience implementing quality and methodologies could serve as a springboard into the field. I agreed to take on the project. I took a peek and became addicted.
Within two months, I was already in contact with Edna Pasher, a pioneer of Knowledge Management in Israel, who was looking for a partner for technological and practical Knowledge Management solutions. In January 1999, we jointly established ROM.
Today, I purchased Edna's share and that of another partner, and the company, which employs 16 people, is now fully owned by me.
What attracted you to work in the field when you learned about Knowledge Management?
On the one hand, I am a methodologies person with a technological background, drawn to the logical field characteristic of the software world. On the other hand, I'm also someone who believes in people. I was fascinated by the possibility of working in a field that combines human, methodological, and technological aspects. Additionally, it was a rare opportunity to develop a field that was almost virgin from almost zero. The challenge in that attracted me greatly.
From your extensive experience, how would you define Knowledge Management?
Essentially, Knowledge Management is the intelligent sharing of knowledge through structured methodologies and according to orderly methods and tools to advance organizational goals in the short and long term.
Knowledge Management aims to transform what is in employees' heads into an organizational asset that will serve as a platform for the organization to know more, be more productive and creative, develop, and gain a competitive advantage.
What leads organizations to seek Knowledge Management solutions?
Knowledge management is one of the tools that explain what has been happening in the business world in recent decades. In the 1970s, organizations sought cost savings and expense reduction to achieve competitive advantage. The 1980s were defined as the TQM years when organizations focused on quality improvement as the central means of achieving advantage. In the 1990s, the keyword was time to market; organizations sought to shorten research, development, and production times and enter the market as early as possible. Today, in the 2000s, information and knowledge are becoming central tools for creating competitive advantage. Those who manage their knowledge will get more out of it. And whoever doesn't move forward moves backward.
What are the common Knowledge Management solutions in organizations today?
If at the beginning of the journey we saw Yellow Pages, and two or three years ago the game was knowledge communities, today the fields are diverse. Nevertheless, there is no doubt that the hot topic is organizational portals.
Organizations want to establish external and internal portals to maximize all data, information, and knowledge and present them in a context-dependent manner for the benefit of the employee. Resource investment in the subject increases over time and encompasses more topics and organizations. However, it's important to note that recently, there has been a welcome awakening in the "cream of Knowledge Management" field - lesson learning and management. Organizations are beginning to understand the profit in lesson-learning processes and how to ensure their implementation, and the subject is awakening.
Is Knowledge Management suitable for every organization?
Every organization, regardless of its size, has knowledge needs.
One should carefully examine the needs of organizations of up to 100 people since the cost of an organized project may exceed the benefit. In these organizations, sharing through hallway conversations and using regular office tools may be sufficient.
In organizations of up to 300 people, institutionalized Knowledge Management becomes more significant and important, but even here, we sometimes find solutions based on existing technology, along with integrating cultural processes, may be sufficient. In these organizations, I recommend using consulting services.
Knowledge management is not only suitable but necessary in organizations with hundreds and thousands of employees! Ignoring this topic is like ignoring human resources or logistics. In these organizations, it is highly recommended that consulting services be used since specialization is required and the projects are long-term. Working only according to logic, without prior knowledge, ultimately becomes more expensive for the organization.
What training/experience is required for consulting in Knowledge Management?
To be a Knowledge Management consultant, you must be, above all, a human being.
That is, not just provide service, but be loyal to the client, see things from their eyes, and understand their wants and needs. The consultant should always prefer not necessarily the easy and trivial solution for themselves but the real solution that will help the client achieve their goals.
They must be people - able to read between the lines, know how to persuade and manage changes, and not always in the usual and familiar ways.
In terms of skills and education, a Knowledge Management consultant should know how to manage projects; understand consulting and organizational culture; have experience in external content organization (trees, attributes) and internal (structuring templates and concise writing); have process knowledge (organization and methods/industry and management); have an understanding of Knowledge Management technologies and the operational systems in which it integrates.
Beyond all these, the Knowledge Manager must acquire knowledge in lessons learned and management, portals, communities, role transfer, information management, and content and document management.
What is the difference between ROM and other companies in the market offering Knowledge Management?
First of all - ROM is a family! Towards its clients, ROM tries to excel in all its practices:
We are the only ones dealing exclusively with Knowledge Management without other fields; we are the only ones combining consultants from different disciplines (classic organizational consultants, information management experts, technology people, industry and management people), thus providing a much wider range of solutions than others.
We believe in the business aspect and aim to create real and tangible value for the client.
We do not impose one methodology to which the client needs to adapt but offer a broad methodology that develops and is personally tailored to each client. We constantly think about how knowledge comes to the employee and not just how the employee comes to knowledge. In recent years, we have succeeded in creating leadership by combining methodology development with practical successes.
What's the difference between Knowledge Management 5 years ago, today, and in 10 years, and are we already seeing products from Knowledge Management in Israel?
Knowledge Management revolved around culture only 8 years ago; 6 years ago, it was around technology only. The understanding of the need for a cycle of processes, technology, culture, and content had not yet penetrated. There was a low desire to use consultants, as many organizations "sat on the fence" and didn't know if Knowledge Management was a passing fashion or a real process. Additionally, budgets went to ERP, which consumed the entire budget.
Today, we are at the working stage—organizations are deep in long-term projects to develop and implement Knowledge Management solutions. Already today, real products are beginning to emerge, but like everything, it will take more time until the subject matures completely. I believe that the big breakthrough will be in a year or two.
I don't want to predict the future; I'll just say that, in my opinion, the dreams we dream today will be taken for granted in five years. And then, we'll already have new dreams.
Commentaires