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72 Chapter 3

Box 3.1
A vignette: Skidmore, Owings, & Merrill LLP (SOM)

SOM (http://www.som.com) is a leading architecture, urban design and planning, engi-
neering, and interior architecture fi rm in the US ( Pulsifer 2008 ). Founded in 1936, SOM
has completed more than ten thousand projects in over fi fty countries. Most architectural
and engineering fi rms operate in an environment fi lled with guidelines and regulations
derived from best practices and standards that are often disseminated through the com-
pany ’ s intranet. SOM also has CAD (computer-aided design) libraries, drafting standards,
employee directories, and social networks — in other words, bits and pieces of KM. So why
did they need a KM model in addition to these piecemeal implementations? The model
is necessary in order to have a deeper understanding of how KM contributes to the goals
of the company. In this type of industry, as with many others, tacit knowledge consists
of creative and innovative knowledge — pretty much the polar opposite of such well-
documented explicit knowledge as guidelines and standards. A KM model helps SOM to
harness both types of knowledge in order to perform effi ciently, effectively, and competi-
tively. A comprehensive, easy-to-apply KM model can help decision makers and all
employees. With it, they can make the best use of tacit and explicit knowledge and apply
processes to transform knowledge from one form to the other. A KM model, together with
the KM process cycle discussed in the previous chapter, can be used by SOM as a checklist —
to ensure that all key KM components have been addressed — not just addressed well but
also addressed coherently, since KM components are highly interdependent and integrated
with one another. In the absence of a model, the fi rm can continue implementing KM
pieces in an ad hoc fashion, but will rarely succeed in bringing the pieces together in order
to better attain company goals and objectives.
A good KM model is a framework that positions goals, procedures, and enablers to help
the fi rm capitalize on their valuable knowledge assets. With a KM model, everyone can
understand what KM is expected to do for SOM, why they should share their knowledge,
how they should share, and how they can assess the costs and benefi ts that result. The
KM model will help ensure everyone shares the same understanding of the role of KM
throughout their career — from their employee orientation as new hires to their exit inter-
view and knowledge handover at the end of their career. The SOM KM framework helps
ensure that valuable knowledge is not lost when senior employees leave, that information
and knowledge fl ows among departments, that work is not duplicated, and that errors are
minimized. The company is better able to centrally gather, measure, and analyze how well
they have met their goals. Finally, the KM model helps SOM leadership to better shape
and support the fi rm ’ s business strategy. Each group within SOM needs to operate on this
common KM framework in order to promote individual, departmental, and organizational
success.