Daniel Gingras’ article, The ‘Global Brain’ and Corporate Knowledge Management, at CIO Update recommends using the Google search engine within an organization’s knowledge management system.
According to Gingras, the first step in knowledge management is capturing the institutional knowledge of an organization.
He cites the sum of all human capital in the organization at present and the institutional knowledge lost when employees leave, saying it would be valuable to can such knowledge and make it available for shifting across time and space to other employees, even into the future.
The second step to knowledge management, he says, is to categorize such institutional knowledge. The author points out that “knowing where things are located is the key to actually having the tools you need to use when you need them.”
Gingras advises organizations to make a searchable repository of data and then buy the Google search appliance for internal users to use on it. He says there are models for searching from 500,000 to millions of documents.
Google, he says, has often been called the “global brain” embodying “the sum of all human knowledge with a pretty powerful search engine built in” although the “actual knowledge is in the websites that the Google spiders traverse.” Practically everything, he says, eventually gets asked of Google. Now, the same power can be harnessed internally by organizations.
The author cautions organizations, though, to ensure that sensitive documents not meant to be shared - such as salary tables - are kept away from the searchable repository.
Even the pc can be made searchable by the new Google desktop search tool, Gingras says. It categorizes everything on the hard drive while the machine is idle.
The Google search engines, the author says, “can provide the modern organization with a very high payback at a very little cost.”
Author Daniel Gingras is a partner at Tatum Partners, a nationwide professional services organization of senior-level technology and financial executives who take on leadership roles for client companies.
His advice is deceptively simple but could be the missing key in many a company’s knowledge management strategy.