How did you manage to get Bovis employees on board?
Supporting a cultural transformation through incentives, training and a top down mandate is a challenging task. It is a difficult task to fully understand the concepts or terminology of KM since it means different things to different people. Here is what we did: Identified clear business needs and linked them to the corporate strategy Identified practical examples of how KM has improved performance ‘stories’ from other parts of the Bovis business (from head-office to its global operations), other companies, or our competitors Illustrated how sharing, creating and utilising knowledge can add real value and competitive advantage Explained to employees that KM is not about infrastructure, but that it is about culture, behaviour and values Made our employees feel responsible for running the KM programme Provided appropriate support and resources Made use of champions and gave the champions recognition and authority Communicated in simple terms Used existing communication media which then e
