IN DEPTH
Why KM Chartership is important
IP talks to Dominique Poole-Avery, Global Knowledge Manager and Associate at Arup to explore the potential of CILIP’s new KM Chartership programme.
“I AM delighted to see CILIP establish- ing the route to KM Chartership and keen to see that the route addresses the diversity of Knowledge Manage- ment practices. At Arup our approach to Knowledge Management is tightly aligned to our business strategy and focuses on connecting our people to achieve our strategic aims. “Connectivity is highly valued in Arup,
and cultivating connections between people is fundamental to vibrant knowledge exchange within Arup. We have developed tools and systems as en- ablers to facilitate this exchange. When we advise other organisations, we take care to recognise that they have very diff erent business drivers and their approaches to Knowledge Management should respond to these.
“Some have more of a focus on codi-
fying knowledge and embedding it into pre-determined processes which aligns with their business strategy, and all are at diff erent levels of maturity in their KM journey. So, given this divers ity, having a curriculum to provide a com- mon framework for the development of skills and knowledge will be transform- ative for fi rms and individuals to build capabil ity in Knowledge Management.”
Professional parity
“Arup very much supports people in becom- ing chartered. We have such a breadth of disciplines and skills that already have an established route to chartership. Having a KM equivalent is important, both internally for parity with other professions, but also externally where it provides a recognition of professional competence with other KM professionals.”
Alignment to the KM Standard ISO 30401 ISO has recently published the fi rst Inter- national standard for KM. Dominique said:
26 INFORMATION PROFESSIONAL
Rob Mackinlay (@cilip_reporter2,
rob.mackinlay@
cilip.org.uk) is Journalist, Information Professional.
“Rather than being prescriptive, the standard sets out principles on how to approach KM. Instead of dictating how to apply something, it shows how you might achieve that perfor- mance. This allows for a diversity of approach- es to KM which respects the strategic goals of diff erent industries and businesses while providing a common framework.” She also thinks it will help address common misconceptions about technology. “We’ve often encountered organisations who have sought out technology solutions before fully under- standing the business problem they are looking to solve. I would like to think that the standard will improve awareness and understanding of the fundamentals. Within Arup, we always aim to apply the principle of gaining a good under- standing of the problem to be solved, recog- nising how people and behaviours contribute to solving the problem and applying processes and technology as an enabler.”
Relevance of KM to business “Given we’re a global independent fi rm of designers, planners, engineers, consultants and technical specialists, working across our built environment, knowledge and collaboration is fundamental to delivering the full potential of our collective capability,” says Dominique. Organisations address this challenge in diff er-
March 2019
KM Chartership
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