the strategic question for knowledge managers

This throw-away post seems to be still generating more heat than a forest fire.

The challenge I (and my colleagues) faced as knowledge managers was getting beyond the "oh, you look after databases" dismissiveness of staff, managers, execs, etc*. It wasn't that we didn't want to focus on strategic issues (well, some were happier hiding away but I think they were in the minority) but that getting the opportunity to tackle them is harder than just walking into the CEO's office and saying: "Hey I'm going to solve your strategic problems for you".

I can remember sitting in meetings where we were talking about workforce change, systemic organisational risk, improved performance for a group of workers and we'd get asked for some minor changes to be made to a web site. Occasionally an issue would erupt that would give us some traction, some leverage with someone we already had a relationship with (possibly because we'd edited their web page for them). And then we'd run as far as we could with it. And then there would be a pause. N.B. Simply showing how our KM activities aligned with the corporate strategy didn't really differentiate us because that's what everyone does. Saying you support the corporate strategy is like saying your in favour of "good stuff" (motherhood, apple pie) rather than "bad stuff" (war, famine).

So you readers out there (all 3 of you). Can you give an example of a game-changing moment that you have had? A moment where you saw an opportunity and went for it?

*A core quality of a successful knowledge manager is sheer bloody-mindedness.

Now if I can get through this without accusing anyone's mother of darning socks in Hull, we may get an interesting discussion.