Our Global Human Capital Trends reports have reflected that journey, acknowledging the importance of employee knowledge-sharing to business success in 2014, discussing the development of internal knowledge-sharing programs in 2016, and marking the emergence of new learning and knowledge-sharing systems in 2018 that curate both internal content and open-source content for worker use and development. Knowledge management has evolved in leaps and bounds over the last decade with the emergence of new technologies that capture and disseminate information at rapid speeds. Knowledge management through the years in Global Human Capital Trends Far fewer link knowledge with action to drive value (36 percent), while less than half (43 percent) see creating knowledge as a key to developing new products, services, or solutions (figure 1). More than half of the respondents to this year’s Global Human Capital Trends survey (55 percent) still define knowledge management as the simple documenting and disseminating of knowledge. Our research this year shows that many organizations remain focused on-and struggle with-the basics of knowledge management. In a world where the use of the gig economy continues to expand, this could become a significant barrier to creating knowledge in the future. Our survey shows that almost half of the respondents do not provide members of the alternative workforce access to knowledge-sharing tools and platforms, and only 16 percent see integrating knowledge management across off- and on-balance-sheet workers as a key factor to consider in proactively developing their knowledge management strategies. And 35 percent said that the frequent shifting of which people are in what roles at what time is a barrier to effective knowledge management.Īnd yet, despite an acknowledgment that the ways in which work is happening have shifted, many organizations’ approaches to knowledge management have not kept pace. In this year’s Global Human Capital Trends survey, 52 percent of our respondents said that workforce movement is driving them to proactively develop their knowledge management strategies. Workers in both traditional and alternative work arrangements are moving across jobs, projects, teams, geographies, and organizations more than ever before, taking critical knowledge with them. New ways of working have also increased worker mobility. As a case in point, Microsoft Teams and Slack, two digital communications tools used in many workplaces today, report 13 million and 12 million daily active users, respectively. With the explosion of workforce conversations on digital collaboration tools, knowledge no longer sits in databases waiting to be accessed but flows dynamically across the digital communications channels that now define working relationships. Technology has also spawned new ways of working that make the knowledge management need more urgent. 2 Yet according to a global survey of 1,300 business and IT executives, an average of 55 percent of enterprise data goes unused. According to Statista, more than 293 billion emails were sent and received each day in 2019. In the digital, hyperconnected era, organizations are collecting and generating a “tsunami of data,” 1 but few are able to capitalize on its full potential. Technology is undoubtedly a big part of the growing need for more effective knowledge management. Order a copy of Work Disrupted, Deloitte's new book on the accelerated future of workĮxplore 5 lessons from the pandemic for the future of work Explore the Human Capital Trends collection
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