To be a knowledge base, you have to have knowledge first. If you haven't even started to accumulate knowledge, what are you going to do? To be a platform that no one uses?
Therefore, exploring the business areas that really need to accumulate knowledge within the enterprise is crucial to the success of the knowledge base! Ways to discover these areas are: finding an old employee who is often asked for advice, documents that employees organize themselves on their computers to facilitate their work, etc. Motivating employees to share knowledge is another topic.
Knowledge is too old
Information still remains in the system, which is the second biggest problem in the survey. Therefore, it is very important to ensure the value of knowledge in the knowledge base, and timely update or clean up low-value and worthless. knowledge to avoid affecting employee use.
Use dedicated personnel to maintain operations (indispensable), or establish a system to build a co-creation atmosphere (more recommended).
The product is difficult to use
Confusion in information architecture, poor interactive experience, and lack of consistency in reading are the third major feedback problems; knowledge base is not a traditional B-end product. In terms of product design ideas, in addition to meeting the business goals of the B-end, it should also pursue the ultimate ease of use at the C-end. User experience used.
Four, enterprise knowledge base success factors
The core of the success of the enterprise knowledge base is not the tool function, but the ability to meet the specific knowledge needs of specific groups of people, help them solve the problems at hand immediately, or complete knowledge country email list learning in a subtle way; to achieve these, at least do a good job of "soft", "Hard" double layer.
The "soft" level is knowledge operation, paying more attention to people, and establishing a correct view of knowledge through concepts, culture, and systems, that is, "demand guides knowledge production, polishes knowledge value, and pays attention to knowledge consumption."
The "hard" level is the knowledge base product design, paying more attention to tools, optimizing user experience through information architecture, functional design, interaction design, etc., to achieve "easy access, easy understanding, and ease of use".
In comparison, "soft" is far more important than "hard", and "soft" is done well. Even if you use "QQ group files" as a tool, you can still revitalize the knowledge base; when choosing tools, it is recommended to It depends on the maturity stage of the enterprise itself. If the enterprise knowledge management is relatively elementary, do not pursue the knowledge base tool with complete functions and high-end functions.
In the author's project experience, different levels of solutions will be given to customers of different maturity levels; in the B-side business, the function of being a good X is not important, but it is important to help customers solve their current problems. .
A metaphor that the author often mentions is, "A small farmer who wants to spray pesticides should not be given a sprayer, but a manual sprayer".
For enterprises at different stages, the recommendations are as follows:
The core is to complete the knowledge online with the lowest resistance; the product only needs to have basic functions such as uploading, grouping, searching, downloading, collection, etc., and the form is similar to the cloud network disk.
The amount of knowledge at this stage is not the key, but a clear and useful knowledge system for employees is the core. The key to the knowledge system is the level, clear theme, small and refined; such as: creating new employee onboarding, customer service FQA, sales skills, project manager tools There are domain-focused knowledge systems such as packages.
After the initial formation of a knowledge-sharing atmosphere, the core is to enhance the value of knowledge; it is necessary to explore operational strategies and product functions that can enhance the value of knowledge, such as creating knowledge topics, boutique recommendations, virtual incentives, etc., and document structuring and templating.
3) Advanced stage
At this stage, the pursuit of knowledge synergy and efficiency improvement, the core is knowledge interaction. From the first two stages of "people looking for knowledge" and "knowledge looking for people", it has evolved into the connection and interaction of "people and knowledge", "people and people", and "knowledge and knowledge"; through interaction to achieve rapid knowledge flow and innovation, From "learning knowledge" to "thinking knowledge", means such as recommendation algorithm, knowledge question and answer, knowledge map, etc.
Five, how to do enterprise knowledge base
There are many knowledge base products on the market, but the author’s perception after experience is that traditional companies prefer to accumulate functions but ignore user experience, while big Internet companies focus on C-side user experience (and they are the same and lack innovation) but ignore business pain points. As one wishes.