Introduction

In this hi-tech world of today, most corporate enterprises demands an ambience of sharing and transferring knowledge. Knowledge comes with experience and prudence, eventually morphed into skills and competencies. Training and interaction can provide information but to turn that information into knowledge lies with the receiver. What we have in Content Management is content, and not knowledge. The content becomes knowledge when it can answer ‘how’ during crucial situations. Many major decisions are taken keeping into account the knowledge of an expert on a subject and strategy of the mangement. If every lessons learnt is an experience that increases knowledge, then to preserve that knowledge becomes a necessity. Many companies have policies that when a team member is all set to look out for opportunities and gains outside the office, the person should share his domain expertise with his fellow members.

Understanding Content Management ‘And’ Knowledge Management

Knowledge Management is Content Management but Content Management is not Knowledge Management. Is this confusing? Let me elaborate on this. People often juxtapose Content Management to Knowledge Management. In this knowledge-based economy, Content Management attempts to suffice the need of capturing and managing knowledge. Again, capturing of knowledge includes: in depth study of the subject, choosing the important and relevant ideas with a futuristic sight, intuitive faculty, organization’s central focus and comprehension of changing market trends. Managing of knowledge requires gathering market intelligence and continuous improvement of the contents.

Nevertheless, content always remain a subset of knowledge.

Information Management And Knowledge Management

In IT circles, a bifurcation is created to disassociate Data Management from Information Management. Data Management also comes under the roof of Content Management, though it doesn’t encapsulate the ingredients of Knowledge Management. Data has nothing concrete to offer unless and until it becomes a tool to add value to a particular incongruity. The edifice of knowledge is knowledge, and not information. We discern the fact that knowledge is a game of the mindscape and not of the landscape of a Content Management System wherein, only information lies.

Capturing Knowledge In Content

Knowledge is intangible and to capture and manage this intangible asset is a recurring challenge. Content with the help of Subject Matter Experts (SMEs) can become knowledge. However, it requires repetitive action of rewriting and restructuring. Key information can be distilled in this process in a more effective way. Writing good contents is the best way for creating knowledge assets.

Conclusion

The knowledge what an end-user receives is not now merely words on pages. The pages carry observations of people who have expertise in that particular domain. In the long process of writing good contents, organizational knowledge is captured and managed. This gives a strong analytical background to the organization--leading to solve problems.

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