Organizational Development for Knowledge Management at Water ...

Chapter 5: Critical Success Factors and Barriers to Successful Implementation of KM | 37
and acceptance of the project, thereby gaining their cooperation and reducing their resistance to the
project implementation.
Resource Support
The financial resources must be available to implement new KM initiatives. Examples of
financial needs could include new technology, travel for individuals implementing the project, or
bringing outside experts in as advisers. Where capital projects are concerned, the utility’s
Commission would likely have to approve the financial investment. To ensure the cost-effectiveness
of a KM initiative, a business case that addresses return on investments, sources of funding
and a well-defined purpose should be developed and approved by the supervisor or manager, the
governor’s body or senior leadership of the utility.
Good Communications
Good communications is essential to project success. The sharing of information between
executive and operational branches and the encouragement of open conversations, questions and
suggestions allows employee participation and engages cooperation and collaboration. As elements
of the project are implemented and necessary redirection occurs, good communications
keeps all employees fully aware of progress and minimizes the danger of surprises or misunderstandings.
New initiatives and desired results need to be clearly stated and understood by employees,
if they are not, the employees may well resist changes.
A Team-Based Approach
A team-based approach encourages local groups and teams to take on responsibilities and
provides the opportunity for open and honest communication among small groups. Teams involved
in implementing new initiatives develop ownership, a broad perspective of the utility and an understanding
of the expected performance to be achieved by the KM project. At the same time, teams
also result in effective decisions because they create a broader (systems) perspective on the utility
and its needs. As teams develop ownership of a project due to their responsibilities in its implementation,
they also communicate to many employees on an individual basis the reasons why the
project is important. The project then becomes not one of management decree, but one of widespread
acceptance and implementation.
Allowing Time for Change to Occur
Organizations do not change quickly. Typically, it may take from two to five years for a
significant change to occur in the organizational culture or ways of doing business. Thus any major
KM effort may take time and patience to achieve successful implementation of a new organizational
structure. A second aspect of time is to ensure that utility employees are provided the time
to implement the KM strategy or initiative. Another consideration is the need to take time to work
with the governance body and with the senior leadership and management team of the utility to
ensure their understanding and backing of the KM strategy or initiative. In addition, key individuals
within the utility who are involved in implementing the KM project must be allowed to take the
necessary time for its implementation.
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