Building Bench: Analyze Your Current Level of Expertise Before Hiring and Training

thZHXF49YI   Guest Blogger Robert B. Camp, Getting to Lean

Any sports analyst can tell you that the depth of your bench (the number and skill of your players), determines your ability to play the entire game with intensity. In a business, the depth of your bench determines your ability to take on new projects, even when you are already working on some major contracts. It also determines the skill level of projects you can take on, and to a large degree, determines how quickly you can grow. In short, bench depth is as important in business as it is in sports.

I once worked with a client that wanted to grow 5X in the next two years. That was a tall order, so before we got ahead of ourselves, we base-lined the current state of the business. Although there were some material concerns, this business was largely built around installation labor of a technical product.

To quintuple in size in just two years, the existing labor force had to be at the top of their game. Moreover, the company either needed to hire or train new employees at a rapid pace, all while continuing to execute on their current contracts. That was a tall order and led us to conduct a rapid assessment of their present employees. To do this, we used a 3 steps process.

  1. We asked every leader to develop a list of the job titles that reported to them
  2. Next, we asked them to develop a list of skills required by each job title
  3. Finally, for each skill, we asked them to establish the expected level of competency required by someone in that job title

Where multiple leaders had people with the same job titles, we cross-levelled the skill and competency expectations across the organization.

With this information, we created a blank matrix of Skills and Expected Competency for each employee.  We then asked leaders to assess each worker’s actual competency in performing each skill. By comparing an employee’s actual competency to that expected, we were quickly able to assess the strength of the employee and the department.

What did we learn through this analysis?

  • who in a group needed what training
  • what training needed to be conducted organizationally, and in what order
  • who in the group was most deficient, so we could initially focus on them
  • which skills we needed to concentrate on first and where in the organization those skills were required
  • who in the organization was competent to be a coach/trainer for others deficient in that skill


COACHING: This matrix can become a tool in the ongoing coaching of employees and the establishment of growth goals.

PROMOTION:  We established an expectation that for an employee to be promoted they first need to demonstrate proficiency in the new job.

Our Results?

You’ll recall this employer wanted to quintuple in size and revenue in just two years. After reviewing their employee training matrix, this employer:

  • knew what skills they needed to hire
  • established that all new hires must demonstrate their competency in a skill before being hired
  • began intensive training classes in areas where the organization had scored poorly

In short, this process allowed the employer to recognize that their strengths rested in the skill of their employees and to begin intensively BUILDING BENCH to grow their organization.

How do you think your company would fare in an analysis like this? Are you ready to find out?

Contact Robert to learn more about how to apply this process. He will be happy to review what is needed to implement a similar system within your organization. And, of course, you can engage him to build this comprehensive Bench Strength system for your company.




10 Tips to Develop Best Practices and SOPs

peter-clarkson-240141 By Peggy Salvatore and Terry McGinn

When we are out in the field as trainers and consultants, we see different companies but a lot of the same problems. You may have heard the expression, “When you’ve seen one company, you’ve seen one company.” That is partially true. While each company and industry has their own culture and way of doing things, some issues are common across companies, industries and cultures.

One of the most common and preventable problems we see around training is that after training is over and best practices are instilled, personnel eventually either go back to the way they’ve always done it or find a different way around the new process. It’s not evil intent, it’s just human nature. Over time, people find a shortcut, an easier way or just forget the right way. And if things appear to continue to get done, nobody notices. That is, until you have a problem like a bad batch of product or find you are irredeemably over budget.

With a few best practices applied to development of your standard operating procedures and some vigilance, you can avoid these common and sometimes fatal (if you are making pharmaceutical products or building cars, for example) mistakes.

Call in the Experts to Validate Your Standards

When you are talking about the development of your best practices and standard operating procedures, you can’t leave the development of these documents to just anyone. You want to engage subject matter experts to make sure that the best practices and SOPs that you are capturing are, indeed, what needs to be happening for your organization to be

  • Compliant with regulatory authorities
  • Meeting your corporate targets (think financial goals, think manufacturing yields.)
  • Building products according to specifications
  • Serving customers quickly, efficiently and courteously, and
  • Making sure your standards are met across the organization.

Deviation is Undesirable

Remember high school? The kid who skipped school, cursed in front of your parents and spit on the sidewalk? Deviance. Not acceptable. Outside the bounds of what good looks like. Deviance is undesirable. Same goes for your business.

You establish the way your products need to be built to meet industry regulations, the way you want your customers to be treated so they come back, and the way your billables and receivables need to be handled so you can operate within the law, remain profitable and provide value to society. Somebody has figured all that out in your organization. Those are your experts. They create the standards, write the best practices and standard operating procedures. When everything is new, it is probably done very close to the right way.

Over time, you are likely to encounter “drift”.  Drift occurs when new people come in who don’t know why you did it that way. They may not even have access to your SOPs. They may be trained or mentored by somebody who deviates and gets by with it. Or maybe they just forgot the right way to do it.

That is why, when you are bringing new people in to your business, train them right the first time and then continuously qualify them. Make sure your procedures are documented the way you want them, check them with your experts to make sure they are current, and have them in a form so they are usable – that means available, applicable and understandable – so you can get people up to speed.

10 Tips for Designing Your SOPs

We have developed a list to avert the kinds of problems we see every day. While much of our experience is in the pharmaceutical industry, this list can be applied to many businesses because best practices and common standards make any organization run more smoothly. These are issues we see not just in one company or one industry, but have seen in many companies and industries. We interact with trainers from many companies, and this is what they say, too. Here is our list that you can use for your own SOP development. And while you are at it, see if you can add a few ideas of your own:

  1. Streamline your SOPs. Restructure them to simplify them so you can put your processes to work for you. Make them simple but inclusive enough that you are still meeting standards and regulatory requirements. Eliminate hurdles, extra steps and vague language.
  2. Better educate your personnel. Don’t just throw any training at them to check the box. Actually train them to know what to do and when to do it by developing effective learning plans built by professional adult educators. And you make it easier on yourself when you hire knowledgeable personnel that can hit the ground running.
  3. Use your own staff members to write your SOPs and train your staff. Nobody knows your business like the people in it.
  4. Develop curricula that works. Make sure it is structured to result in the right actions taken at the right time. If it needs a checklist, write one. If it requires a short video demonstration, record one.
  5. Build train-the-trainer programs for your staff so your experts can be better communicators and mentors. Just a few simple tips can make most employees into effective trainers. Also, remember that not all experts make good trainers, so don’t assume your top performers are the right people to be teaching the rest of your staff.
  6. Cut “un-need” time down to only what is needed. Your “un-need” times are those unnecessary tasks and busy work that don’t add anything to productivity or the bottom line.
  7. Keep good talent. Make sure your best people are motivated to stay and perform for you. Some people really are irreplaceable.
  8. Build a future of qualified personnel. Figure out who your future experts are and invest in them.
  9. Reduce CAPA (corrective and preventative action) and rework by building a culture of doing it right the first time. Also, teach people how to investigate issues and problems for corrective action. Always follow the SOP no matter what else is going on. Occasionally re-familiarize personnel with it because the longer they do a task, the more shortcuts and “drift” occur in work. Train on a continuous basis with qualified people and maintain qualifications to make sure they are doing it the right way.
  10. Ensure your training remains current. That refers not only to content but also to style. Your learners are changing and your old training might be correct but ineffective. Update it.

Bonus Item: Train people to begin work right away. When you hire competent people who are ready to do the job, they will want to get up the learning curve quickly and begin to produce, so make sure you give them the knowledge and tools to produce quality work right out of the gate and provide the ongoing training and oversight to maintain the quality of their work.

What is on your wish list for creating SOPs and best practices for your organization? We can help you hire competent personnel, build training that works and streamline your processes so you are doing only what you need. Contact us at

Photo by Peter Clarkson on Unsplash


Knowledge Management in Six Easy Steps


Good morning, class.

Yesterday someone asked me the question, “What is the difference between knowledge transfer and knowledge management?” I figure if a veteran in the training industry asked this question, lots of people would appreciate this clarification.

Quickly, we’ll review the concept of knowledge management and how transfer of your internal expertise is a critical part of a valid knowledge management plan but it is not the whole magilla. Today, the best corporations consider themselves learning organizations. Learning organizations are built around knowledge management plans. So to be top drawer today, you need to be thinking about this process.

  1. Identify what your employees need to know and fill in knowledge gaps.
  2. Prioritize what you will spend valuable corporate resources to collect – is this important enough to spend time and money on?
  3. If the answer is yes, collect it. This is the part where you may discover that you need to call in experts to fill in your knowledge gaps.
  4. Store that information in a way that is easy to retrieve using the most appropriate technology to the task.
  5. Then you transfer that knowledge to workers who need it, and we often call this training. Whether it is formal training or not, in some way, take the important information that you have documented and make sure it gets passed on to other people so you keep the best practices going forward.
  6. Finally, maintain this documentation in a way that others can find it, use it, update it and keep it relevant.

“We Need More Training” (e.g. Knowledge Transfer)

Or do you?

A story that circulates in industry is that when a company has a problem, the answer is “training”. In response, training professionals are called in and their job is to do a needs analysis to determine if, indeed, the answer to the identified problem is training. Often, the training professional will find that the real solution isn’t more training, but some other issue that screams for correction. The other issue is often cloaked as a lack of knowledge, but the real problem may be a poorly structured employee incentive program (you get paid for doing it wrong or docked for doing it right) or a more systemic issue of a poisonous company culture of non-excellence that rewards mediocrity or outright incompetence.

When you’ve transferred the knowledge and you still don’t get the performance that you want, check your incentive plan and look at the culture.

A valid knowledge management plan is one that keeps information current and moving through your organization to the people who need it and use it to advance your business. If you think your knowledge management plan is breaking down at the knowledge transfer part of the cycle, then after you’ve trained your people, make sure they are incentivized to do their jobs right the first time in a culture that supports excellence.

Reading assignment for extra credit: In Pursuit of Excellence by Tom Peters and Robert H. Waterman Jr. A classic on business quality practices.

Class dismissed.

The Online Course Opportunity and Your Expertise

jazmin-quaynor-392995The week between Christmas and New Year’s Day is typically one that is slow or completely non-existent for business. Traditionally, I use that week to do a lot of offline activities to plan for the upcoming year. This year I took two great online courses, and decided to build one of my own in 2018.

First, the plan.

The last few years, I went through Michael Hyatt’s Your Best Year Ever online course and found it very helpful in the way it structures your planning process, challenges your assumptions, pressure tests your goals and is full of logical advice. He has captured the course in a book that launches today, Tuesday January 2, and if you grab it now it comes with some bonuses available until the end of the week, Friday January 5. His bonuses are terrific  and will help you apply what you learn in the book. If you are still in your planning stage for 2018, I recommend it. Here’s a link that will get you the book and bonuses.

As part of my 2018 goals, I am going to build an online course to accompany the launch of my next book due out later this year. The book, Retaining Expert Knowledge: What to Keep in an Age of Information Overload, takes the Working with SMEs series into some new territory. Writing this book met one of my 2017 goals to write a book with a major publisher, and I am very happy about meeting that goal. (More about the upcoming book in later blog posts.) Writing a book is just the first step, however, because it is getting the book and ideas out to the public that is the most important part of the process.

As part of that effort, I am going to build an online course to help readers apply the content of Retaining Expert Knowledge to their areas of expertise and their companies. Which leads me to the second course I took last week.

Executing the Plan

Big plans are accomplished one small step at a time. As Michael Hyatt says in his course (paraphrased), you only need to take the next small step to attain big goals. If your goal is big, hairy and audacious enough, you won’t know exactly how to get there. Hyatt advises that you set goals outside your comfort zone and take the very next small step that you can see, and it will usually appear in the form of resources or some kind of help that you need. That is exactly what happened. I had signed up with an elearning hosting platform, and they offered a course to make the most of your investment.

For three days, I delved into how to use this particular online platform and now I am very excited about building and presenting an online course for Retaining Expert Knowledge.

The course reminded us:

  1. Online learning is mainstream.
  2. Education is now lifelong.
  3. People want bite-sized information.
  4. Information wants to be free.
  5. The size of the online opportunity is about to explode.

Learning from Experts

For those experts who read this blog and the trainers who work with them, that list tells us that we’ve only just begun. As knowledge and information explodes, we have so much to share and people have less time to absorb it. It is a great time to share what you know and do it in a way that you can reach a lot of people.

Massive amounts of information are free or very inexpensive. Because information is free, you have to earn the space you take up in someone’s brain. Keep it short. Keep it relevant. And provide value. Blogs are one of the new “free information” sources, as well as endless streams of webinars, podcasts and more.

That is why when building a course for sale, experts need to build premium courses.  Your Expertise 101 is free, and Your Expertise 301 premium course has some price attached to it as well as support that helps your learners apply the information.

Today is the first workday of 2018. It is exciting to do what we love. And it is equally exciting to share what we love. If you are an expert in some area and have something to share or teach, think about the fact that adult learning is all-the-time, online, bite-sized and much of it is free.

You don’t have to wait to be asked. Get out there and share what you’ve got. People want to know. You can be part of the knowledge explosion.


Your Experts and Your IT Department – Data Integrity Best Practice

ilya-pavlov-87438  Somewhere in your organization whether it’s on a mainframe, in the cloud, resident on someone’s PC or in a paper file somewhere, just about every piece of data lives, breathes and is waiting to be put to good use.

Even in the best circumstances, often your data inputs are not easily accessible or completely accurate.

As organizations begin to understand the importance of data integrity in an age where data is your company’s gold mine, it is a good time to engage your experts across the organization to verify and bolster your current information assets.

Your data adventure has a few distinct phases:

  1. Locating all relevant data for all parts of the organization
  2. Organizing and archiving it for easy access
  3. Updating as necessary
  4. Migrating everything to your most recent platform – new forms, new enterprise software
  5. Ensuring that your data migration involves people at every stage who can ensure the integrity of your data and the integrity of the way it is handled – from subject matter experts to IT professionals and archivists
  6. Analyzing information collection and storage methods so the way it is collected is consistent and can be retrieved in a logical way – this includes making sure your data fields are named clearly, your forms are clear and your files are logical
  7. Giving IT the responsibility for locking down sensitive data and making it tamper-resistant, including establishing audit trails
  8. Engaging legal to make sure you are handling data correctly in the case of any information that is subject to laws, rules and regulations – this can save you millions or even billions of dollars in fines, lawsuits and such

Your information is your organization’s most important asset. Your data tells you what you are doing right, where your problems lie, what your customers think and how your employees are performing – just to name a few items. If you have a problem or question, you already have the answers. The key to thriving is to make sure you can find what you need, when you need it, in a form that is usable.

No time is too soon to start to review your information collection, storage and retrieval practices, and establish some guidelines to make increase the value of your most important asset.

Are you engaging your experts to make sure your information is accurate?

Photo by Ilya Pavlov on Unsplash


As Human Interface Rides into the Sunset, the Industrial Internet of Things Comes to Town


The Industrial Internet of Things or IIoT is emerging as a business imperative. The IIoT is the interconnectivity of all parts of your process with a central brain that monitors business health from whether a machine is running properly to tracking shipments in transit in real time. You name it, and it can be connected, monitored, measured, adjusted, scrapped or recalibrated. All without human intervention.

Just the data derived from this information is priceless, which is why companies are jumping on board to integrate smart systems throughout their organizations.

What does this mean for Jack who ran that machine for 35 years and knew by the sound and smell whether it needed repair? Yes, it means you don’t need Jack anymore. Sensors can do that now, and probably better than Jack, because they can be calibrated to read things like vibrations and other leading indicators of trouble on that machine. But that doesn’t put Jack out of a job. Jack just needs to consider a new career in IT.

A friend who works for a pharmaceutical company has developed a sensing device to help customers monitor inventory. When he presented the concept to investors, they were excited not just about the tech behind the device but more excited about the value of the data that could be collected across the supply chain. When sensors are providing accurate feedback on a regular basis- no matter where they are installed – that information has the potential to be priceless.

In an article in IT Business Edge last week, author Carl Weinschenk discussed the results of interviews with several company exeuctives and found there is a lot of excitement about the business potential of the IIoT to eliminate waste, serve customers, increase efficiency and productivity and reduce downtime to name a few benefits. The hurdles remain, and chief among them is to find people who can operate the IIoT…it,s very clear that the great difficult we’re seeing is finding people with the right expertise…In some parts of the technology stack, it’s not too difficult (especially connectivity), but in others it’s still quite difficult, wrote one respondent.

A lot of currently embedded technology is not connectivity-friendly and most companies will require a complete integrated upgrade to take full advantage of the potential. Vendors, suppliers, and other related systems must be considered. And then, of course, there is the need to secure of all that valuable information generated by an IIoT implementation.

Just like other leaps in technology and progress throughout history, this one will take a lot of experts with different skills sets than the experts you have today. Competition will be fierce when all your competitors can make split second decisions based on real time data.

It’s time to groom the next generation of experts who will have skill sets relevant to the IIoT much the way industrial engineers of the World War II generation introduced all new management techniques and organizational structures to support the evolving workplace of the mid-20th Century.

For more information, go to the Industrial Internet Consortium.

Photo by Greta Scholderle Moller on Unsplash

Lean Leadership and Knowledge Management: Perfect Together

In this blog, we sometimes talk about the fact that vital, growing organizations are learning organizations. The lifeblood of a learning organization is knowledge management. For learning to sit at the heart of your organization, leadership needs to recognize and promote knowledge management at all levels. Our guest blogger today is Lean practitioner  and author Robert Camp who talks about the qualities of Lean Leadership and how they support a learning organization.

Guest Blogger: Robert Camp

The longer I practice Lean the more I appreciate how great a role good leadership plays in an organization’s transformation.

LEADERSHIP: Honestly, I can think of no other single factor that makes or breaks a transformation so readily.



By that I mean they make the time to learn about Lean themselves and make the decision to proceed. No successful transformation can be approached with a “do as I say” attitude. You’re asking people to change, and leading from the front means you have to change first and demonstrate your personal commitment.


Lean can’t succeed without a personal commitment from all leaders. That commitment can’t be provisional or halfhearted.  Once subordinates have learned what Lean is all about, they need to commit to personally practice and support it. If they can’t or won’t, they’ll need to leave. PERIOD.


You can demand people to change and they will do exactly what’s required, but no more. You’ve won their hands, but not their hearts. Only by creating an environment in which subordinates are led to embrace lean can real change take place. That brings us back to leaders lead by example and coach good performance.


Most organizations are in a rush to save/make money, so they begin Lean at the bottom of the organization, where money is made. That won’t work.


For Lean to work, employees at each level need to see their leaders demonstrating it first. That means Lean behavior has to cascade down from the top. Anyone who tells you that Lean can work from the bottom up, or the middle out, has never seen a transformation to the end. There’s only one way. Top down!


Because the tools save money, everyone’s in a rush to start with the tools first, but tools only support the philosophies. If practitioners don’t understand how Lean works, any gains made with the tools will be short lived.

It doesn’t take years to learn the philosophies. It takes a lifetime, but you can begin your use of a tool as soon as the connection has been made between the tool and the philosophy it supports. Those connections are well covered in “The Toyota Way.”

Lean becomes the WAY you manage, HOW you manage and ultimately, WHY you do everything.


Lean isn’t something you do in addition to managing your company. It becomes the way you manage. Lean isn’t something you layer on top of everything else you do. It becomes how you do everything. In time Lean becomes why you do everything.

One would think profit or revenue would suffer, but the opposite is true. Lean management leads to a state, a mindset, of continuous improvement; not only reducing the cost of today’s product, but becoming more aware of your customer’s needs and creating products and services to meet or exceed those needs.


Like all great leaders the Lean leader’s focus is often on the horizon. They are scanning for new ideas, new technologies, new products, etc. Lean leaders don’t spend their time perfecting today, they are constantly on the lookout for things that will enhance their future position in the market.


Fanatical Fans return to do more business and bring others with them. Lean leaders understand that neither money, nor machines, nor technology, nor anything else makes fanatical fans of their customers. They know that only people do that. Whether it’s their suppliers, their employees, or their customers, Lean Leaders recognize the dignity of the people they lead and serve in all they do.

That doesn’t mean Lean leaders are soft. Part of recognizing the dignity of people is to continue to challenge them, to continue to hold them to high expectations. Lean leaders don’t just arbitrarily set new challenges. They collaborate with their suppliers, with their employees, with their customers, always looking to improve. Because the leaders set the standard by embracing change first, others are more open to accepting new challenges and even recommending them.


Lean leaders don’t end their growth once they’ve embraced Lean. They continue to learn and grow. Moreover, they create an environment in which everyone continues to learn & grow. That is why Lean organizations are frequently referred to as learning organizations.

“Two roads diverged in a wood, and I— I took the one less traveled by, And that has made all the difference.” Robert Frost

If you have recently embarked, or are thinking about embarking, on the road of Lean, ponder these words, as they will have profound impact on your life.


To learn more, visit Getting to Lean or contact Robert Camp at

From the Twitterverse: The Importance of Critical Thinking Skills

Capture Okay. I admit it. I love Twitter. I often find out what is happening in the world by following news and information threads.  See #RedSox, for example. But not this week.

The Twitterverse is teaming with inspirational quotes, opportunities to peer quickly into the minds of others (for good or ill!) and creates a place for community and conversation.

The other day I caught this quote from Einstein posted by a Boston University professor:

Told of Edison’s view that a knowledge of facts was vitally important, Einstein disagreed. “A person doesn’t need to go to college to learn facts. He can get them from books. The value of a liberal arts college education is that it trains the mind to think. And that’s something you can’t learn from textbooks.”

Einstein’s quote was never more true in this age of burgeoning information. Replace the word “books” with “the internet”, then replace the word “textbooks” with “a search engine”, and it is obvious that this sentiment is truer today than when it was spoken nearly 100 years ago.

This dramatic uptick in information is evident in the way companies choose  which information to store and transfer, and affects the types of skills and training that the modern corporation must encourage to grow and prosper. Today, a company’s money is well spent on teaching discernment about the relative merit of almost limitless information and on educating employees about the application of the relevant to the task at hand.

Translation for your corporate knowledge management plan:

1. Discern what information is critical and particular to your organization

2. Spend your finite resources to preserve and transfer that information to your employees

3. Spend the rest of your training dollars teaching people how to think, discern, and apply what they know to your challenges

Take it from Einstein.

[Thanks to Boston University Professor of International Studies Vesko Garcevic for the Tweet. Follow @VeskoGarcevic ]


Until Robots Make Humans Obsolete, What’s Your Plan?


According to futurist Ray Kurzweil’s Law of Accelerating Returns, he estimated back in 2001 that knowledge will double every 12 months in this century. With such rapid proliferation of knowledge, it begs the question how long experts remain so and what bits of information are important, essential, need to be captured and carried on – or really have any value at all – in light of the rapid progress in robots and artificial intelligence.

For those of us who follow developments in the training world, you know that we are learning how to train robots.  Research is making the leap so that robots can now acquire learning that builds on prior knowledge – you know, the same way we silly old humans learn.

If you believe the future is here, you are right. However, if you believe you still have to operate in the present, you are also right.

For those of us still living in the pre-AI world, we need to continue to contend with the issues of human knowledge capture, retention and transfer between generations of workers for the ongoing success of your enterprise. What and how you capture, preserve and transfer information will change over time, which is a different discussion. For now, consider that you have knowledge under your roof that is the lifeblood of your organization today and preserving it against an imminent loss of expertise remains crucial.

Making a Plan to Retain Human Knowledge Until the Robots Take Over

If your experts flee to retirement or leave your organization for any other reason, you are still vulnerable to losing their valuable knowledge, skills and attitudes to fulfill your mission effectively, efficiently and in a cost-responsible way today.

What are you doing right now to make sure you keep your expertise under your roof even if your experts leave?

Here’s what you can do about these issues in your organization today:

  • Raise awareness. Speak to your organization’s decision makers to help them analyze their risk of losing valuable expertise
  • Get a plan. Explore methods to help you dissect your organization for areas where you are vulnerable to losing your critical experts
  • Work your plan. Identify and capture intelligence from individual experts in your organization

Think about it. Until the robots take over, you still need to rely on the humans that got you where you are.

In my book Finding Your SMEs: Capturing Knowledge From Retiring Subject Matter Experts in Your Organization Before They Leave, I lay out a pathway to dissect your organization, find your experts, decide where to spend your finite resources to preserve knowledge and explore options for preserving and transferring knowledge in an age of rapid change in technology and the way we learn.

Contact us at to schedule a call to discuss capturing expertise as part of your knowledge management plan.

Photo courtesy of Davide Ragusa on Unsplash.


The Ultimate Knowledge Management CQI Process for Organizational Leaders

imagesQC7VSL6F.jpg     Knowledge management is an ongoing, living process.

Ideally, it is part of the knowledge management component of your larger business continuity strategic plan. Using the concept of continuous quality improvement, these six-steps reinforce the idea that your knowledge management process is iterative; you will revisit your decisions in the future, make new ones, and change your tactics to align with evolving business strategy.

Also, it is helpful to recognize that parts of the cycle are always in play somewhere in your organization. As you think about your knowledge management plan, consider the 6 Steps of CPI Knowledge Management framework to review the value of the assets you will dedicate your finite resources to preserve.

6 Steps of Continuous Process Improvement Knowledge Management

  1. Discover and uncover KSAs. Drill down to identify the knowledge, skills and attitudes that make your company unique by uncovering your Competitive Advantages.
  2. Categorize critical information. Distinguish among critical information that makes your company, product or service unique in the marketplace, essential information that is general to your industry but necessary to operations, and non-essential information that is nice-to-have. Identify critical KSAs for business continuity.
  3. Search for internal experts. Find your internal experts who are the keys to your success and possess your critical information.
  4. Capture and preserve critical KSAs. Work with your internal experts to capture your critical knowledge, skills and attitudes using methods that authentically capture them and preserve them in a way that they can be transferred and replicated later.
  5. Transfer critical KSAs. Choose the best methods for transferring specific types of knowledge, skills and attitudes to others, especially relying on technology that you can reasonably expect will be available and usable in the future.
  6. Evaluate and refresh. Review your current critical KSAs against the backdrop of your long-term strategic plan considering the rapid pace of change. As you identify new critical KSAs, repeat this process to capture, preserve and transfer updated assets with the aid of your internal experts.

No, execution of this plan is not easy. However, your discipline in capturing your internal expertise is the lifeblood of your current and future success.

Each of these steps is more fully explored in the book, Finding Your SMEs.  Workshops and consulting are available to help you integrate this process into your strategic plan.

If you would like a copy of the 6 Steps of CPI Knowledge Management diagram, write to me at and I will email a copy to you.

Please comment below and share your knowledge management challenges as we are always learning together.