Learning from everyone’s experience

Using technology to capture an organization’s knowledge and stop reinventing the wheel
By Karen Lee Colteryahn
|Canadian HR Reporter|Last Updated: 01/15/2001

In the summer of 1998, when knowledge management was gaining momentum as a conscious business strategy for many organizations, DDI executives came to the realization that what was inside the heads of their associates was as important to their future as the products and services they sell.

DDI (Development Dimensions International) is a global HR consulting firm, headquartered in Pittsburgh with offices in Canada, that specializes in recruitment and leadership development. It was estimated that associates had about half the information needed to do their jobs and spent 30 per cent of their time looking for the other half. And so, it became an organizational imperative to do a better job of managing knowledge.

Specifically, the company sought to examine how it collected, shared and applied organizational information and associate experiences. It needed to manage information in a way that provided value to its customers, increased sales and enhanced productivity.