When I talk to our members about their knowledge management challenges, change management is always near the top of the list. It’s one thing to create a KM strategy and select knowledge-sharing and collaboration approaches you want to implement, but it’s another to actually roll out the new processes and get employees to embrace them.
In APQC's newest case study, two of our consultants explain how they used APQC’s Process Classification Framework (PCF) to design a KM change management strategy for a large government agency. For those of you unfamiliar with the PCF, it’s a taxonomy of business processes that allows organizations to objectively track and compare their performance internally and with organizations from any industry. While the PCF is not designed as a change framework, it outlines the business processes involved in managing change, and the attributes of any strong change strategy are included in the PCF.
APQC members can learn more about using the PCF as a change management tool in Using APQC’s Process Classification Framework as a Tool for Managing Change. The case study lays out the requirements for planning, designing, implementing, and sustaining change and provides links to best practices, tools, and templates that can help you along the way.