Have you ever worked at an organization where no one shared what they knew? Or maybe you were part of a team that collaborated really well, and information flowed naturally. What’s the difference? Culture. And while many organizations invest in knowledge management (KM) technologies, very few realize that KM isn’t ONLY about technology. It’s about solving real business problems, and it dies or survives based on culture.
And what is culture? It’s how work gets done. It’s the attitudes, beliefs and behaviors present in the workplace every day. Bill Marklein said, “Culture is how employees’ hearts and stomachs feel about Monday morning on Sunday night”.
Culture Matters to KM
KM and culture are partners. Even the best knowledge systems won’t succeed in a culture of fear, competition or rigid hierarchies. But in a culture of trust, openness, and psychological safety, knowledge has the opportunity to flow. Culture determines whether employees feel safe admitting they don’t know something and whether they feel responsible for helping others succeed by sharing what they do know.
KM has come a long way from filing cabinets, libraries, and document repositories. Today, organizations invest heavily in technologies like AI and robust content systems. They may even have lessons learned processes, communities of practice or mentoring programs. But many still struggle to get people to actually use the tools or engage in activities. Why? Because effective KM isn’t just about technology.
When people talk about KM, they often jump straight into tools, processes, and taxonomies. But at its core, KM is about people, how they create, share, and apply knowledge. And people’s behavior is shaped by the culture around them.
KM Can Drive Culture
KM can also be the driver of cultural change. When implemented with intention, KM can build new habits that transform organizational behavior. Communities of Practice can reduce isolation and increase team trust. After Action Reviews can normalize learning from failure. Access to expert profiles and mentorship programs can help flatten hierarchies and promote sharing. Over time, these small shifts in behavior can help reshape a culture to one that values learning, transparency, and shared success. Thus, ensuring success for KM and ultimately the business.
Culture First
Aligning KM and culture doesn’t happen overnight. It’s an ongoing loop of behavior shifts, feedback, and adaptation. No wonder KM professionals consistently identify change management (discipline designed to help individuals shift from a current to a desired future state) as the number one skillset to develop each year according to our annual KM priorities research.
Ultimately, KM will only work if people want to share what they know, and that willingness is shaped by culture. So, the next time your team talks about launching or improving a KM strategy, don’t just ask “What tools should we use?” Ask, “What kind of culture do we have and what kind do we need to build?” in order to be successful.
For more on this topic consider: