Knowledge Management

Organisations that "learn" are organisations that "know" - to fill these half-metaphorical concepts with substance is a key challenge for companies, public administrations and non-profit organisations alike. In essence, it's about how knowledge can be generated and developed and harnessed in the organisation. The SEKI model, developed by Nonaka and Takeuchi in 1995, is a practical orientation for the development of knowledge management: implicit knowledge is socialised through learning-by-doing and through e.g., quality circles or interdisciplinary teams then made explicit i.e. externalized. Explicit knowledge is face-to-face or virtually merged or combined and converted back, becoming routine i.e. internalized. This "knowledge spiral" may be deliberately designed with customised formats. If change management is to produce innovations or make those innovations useful, it will need to deal with knowledge management. Conversely, the introduction of knowledge management requires practices involved in change management. The structural similarities of the process models of organisational change - e.g., Kurt Lewin's Phase Model "unfreeze / transform / refreeze" - and those of learning processes form another bridge between change management and knowledge management.


In this sense, Como's core expertise in organisational development (change management, process consulting, teambuilding, leadership development, etc.), assists clients on different levels in organisational learning projects,

  • In the design of appropriate forms of knowledge management
  • In the pooling and explication of process knowledge through approaches of Business Process Management (business processes are one of our major repositories of organisational knowledge!)
  • In the development of learning / change expertise - by training change agents at home and abroad, leadership development to improve the competence in the management of change processes, systematisation of learning mechanisms such as after-action reviews, collegial case consulting, self-assessments, peer reviews etc.
  • In the development of specific process expertise that is necessary to increase product intelligence - reflection on creative processes, changing the organisational culture to make room for employees' internal creativity, promote creativity-stimulating cooperative formats


  • de
  • en
  • es
  • fr

site created and hosted by nordicweb