This case study is, in itself, a wonderful example of the power of storytelling. Because it’s the “right” story.
Knowledge management has been plagued in its infancy with all the wrong stories, often promoting an off-the-shelf tech solution?leading to disappointment and skepticism about the value of KM.
Not so at CNA.
A KM strategy is, foremost, a solution that should change the way we are organized and the way we work. The beauty of the CNA story is the prologue?a shift in direction that required a dramatic change in corporate structure, employee responsibilities and working relationships. That’s exactly what needs to precede knowledge software solutions.
It is particularly significant that CNA created a CKO position and a KM staff to show executive commitment and establish accountability. Just as significant, the new office was placed in corporate development?not IT or HR.
There is a growing defeatist attitude among influential KM advocates that the knowledge movement should go underground because eyes glaze over or even harden when the elusive term knowledge management is heard. This tactic calls for stealth under assumed identity and behind the doors of other functions.
Not so at CNA.
The KM initiative is up front at CNA with the right label (KM) because it is a corporate strategy of change management to accumulate, create and share corporate and human knowledge across the board. Without that perspective, a KM project is at high risk of losing focus, momentum and identity.
Yet, KM is an up-down strategy?supported by the top but powered by individuals throughout the organization. People must be convinced of WIIFM (what’s in it for me) as well as corporate objectives. CNA’s KM Road Show is a perfect tactic to develop both the stories and a network of storytellers.
Be sure, though, that it’s “truth telling.” Disingenuous, fabricated or doctored stories that obviously serve the self-interests of the organization can do more harm than good.
The CNA story, however, is right on and worth telling again and again.