How do you determine where knowledge adds the most value?

Each organization or department must assess, based on its own goals and priorities, where the need for knowledge is greatest. In which areas, and in what form, can knowledge make a meaningful contribution? There is no simple, ready‑made knowledge management solution that works for every organization.

This perspective on knowledge (and knowledge management) is essential because, in practice, interpretations often differ. Knowledge management must be adapted to the organization. In this article, we outline eight foundational principles for knowledge management, as described in the NEN‑ISO 30401 standard.

Foundational principles for knowledge management

Some principles may feel more relevant or familiar than others. In this article, I take a closer look at the principle of ‘adaptive’, which in my view is the most crucial principle for successful knowledge management.

Nature

Knowledge is intangible and complex; it is created by people.

Value

Knowledge is the key source of value that enables organizations to achieve their goals.

Focus

Knowledge management supports existing processes and development strategies.

Adaptive

There is no one‑size‑fits‑all knowledge management solution that works for every organization.

Understanding

Knowledge is personal interpretation. Knowledge management must support this through content and processes.

Environment

Knowledge itself is not directly managed. Knowledge management focuses on managing the work environment.

Culture

Culture determines the effectiveness of knowledge management.

Iterative

Knowledge management must be phased, include learning loops and incorporate regular feedback cycles.

NEN‑ISO 30401: “Knowledge management is not a template exercise”

The NEN‑ISO 30401 standard provides an overview of the requirements for setting up a knowledge management system. It encourages organizations to think about, and take action on, every aspect of knowledge management.

However, the standard is not a simple checklist that can be copied and pasted across organizations. Knowledge management is not a one‑size‑fits‑all principle. As a result, the standard mentions few concrete tools. Instead, it focuses on the system and defines the conditions needed to effectively utilize knowledge.

A practical example of applying knowledge management

Consider two possible organizational objectives:

Reducing production losses by preventing human errors
Reducing translation costs for international documentation

The knowledge management approach for each objective will differ:

Preventing production losses
You might focus on ensuring employees have accurate, easily accessible knowledge — for example through formal training, on‑the‑job instruction, or clear reference guides (such as system descriptions). The right approach depends on needs, budget, availability, and regulatory requirements.

Reducing translation costs
Training employees is not the answer here. Instead, you would look at current processes:

Can workflows be optimized so departments exchange information more effectively?
Could a Component Content Management System (CCMS) help structure information and enable smart reuse, resulting in fewer translations and lower costs?

Again, the best solution depends on needs, current workflows, existing systems and available budget.

Working with knowledge management

For a practical, structured approach to knowledge management, you can use the Return on Knowledge® model. At the start of a project, tools like a Lean project A3 or the Factor‑K Communication Framework can help ensure that knowledge is addressed from the right angles: organizational needs, context, priorities, planning and approach.