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Several years ago, the Army’s office of the CIO/G6 produced a CD on Army Knowledge Management. It was intended as an educational piece and was widely distributed among the troops. The opening screen was blank, and then slowly the following sequence appeared:

Imagine…
Someone has a piece of data or information so critical that, if shared with the right people at the right time…
It could save a lot of time.
It could save a lot of resources.
It could save a life…
Your buddy’s life.
Your life…
Now imagine… you’re the person with that information

The Army has clearly been paying attention to knowledge management (KM) for some time, having been first off the starting block with its all-weather portal, Army Knowledge Online (AKO)—which has now become the model for the Department of Defense enterprise portal, Defense Knowledge Online (DKO). The Army launched its Army Knowledge Management (AKM) strategy in 2001 and has been moving on many fronts in the knowledge management field.

The Army defines Knowledge Management simply by stating:
Knowledge management is a discipline that promotes an integrated approach to identifying, retrieving, evaluating, and sharing an enterprise’s tacit and explicit knowledge assets to meet mission objectives.

The first thrust of AKM was framed in a series of five goals that defined a very high-level strategy. That was followed by a strong push for the establishment of communities of practice, the promotion of knowledge management education, and then naming a chief knowledge officer (CKO).

After a series of interesting accomplishments during the first few years of AKM (e.g., creation of multiple communities of practice, launching the Battle Command Knowledge System (BCKS), establishing an Army Knowledge Leaders program, and tasking the Army’s Training and Doctrine Command [TRADOC] with KM education), there was some

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