There are four basic models for how Knowledge Management initatives are typically sponsored or driven in different organizations:









1. IT-Driven, Bottom-Up initiatives can be found in organizations when there is not a formal KM strategy for the firm, but some really good ideas bubble out of the IT organization. The challenge with bottom-up, grassroots initiatives however can often be obtaining proper funding; not only for development, but for business side activities such as training, marketing and content maintenance once the initiative is made operational.


2. IT-Driven, Top-Down initiatives can be found in visionary IT departments out of the CIO's office or areas responsible for corporate infrastructure or desktop productivity. One of the primary challenges with this model is to ensure that initiatives are aligned with business objectives. Often times, IT-driven firmwide initiatives can easily become large R&D efforts focused on rolling on out cool new collaborative or content management technologies without full consideration for how the new technology with facilitate core business strategy and objectives.

3. Business-Driven, Bottom-Up initiatives can be found within specific Business Departments when there is a very specific need that can be addressed through better knowledge capture and re-use. These initiatives are almost always very well aligned with the business objectives of the department. With these types of initiatives, it is often good to spend some additional time on due diligence to ensure that similar technology or initiatives have not been implemented elsewhere that can be easily re-used, and to find a way post-implementation to let other areas of the organization know about what has been put in place for possible leverage in other areas with similar needs.

4. Business-Driven, Top-Down initiatives are found in organizations with a well-formed KM department. This model is typically the best model whereby KM initiatives are most always aligned with business strategy and objectives. Unlike the risks of IT-driven models, the chances of deploying a new cool technology for technologies sake is minimized. In addition, the problems of localized duplication that can arise with Business-Driven, Bottom-Up models is avoided. Business-Driven, Top-Down KM programs can holistically look at both firmwide business strategy and departmental objectives to identify initiatives with the most firmwide impact.

From an implementation perspective, this model is often best positioned as well to examine both existing local initiatives to determine which initiatives can be expanded to a firmwide level and avoid the pitfalls of deploying new cool technologies for technologies sake.

This model while common to the top consulting firms like Deloitte and E&Y is found less frequently in other industries. Firmwide, top-down KM programs typically require a vision and commitment from senior management; without which one of the other three models is much more likely.