1. Motivate - To enable knowledge-related actions, it is usually necessary to provide incentives and rewards to your targeted users to encourage the desired behaviors. Often, the first step will be a management of change program to align the culture and values of the organization to knowledge management. The means of motivating employees include communicating to them, modeling expected behaviors, establishing standard goals to be included in all performance plans, monitoring and reporting on progress against organizational goals, recognizing those who demonstrate desired behaviors, providing incentives for meeting objectives, and rewarding outstanding performance.

2. Network - A fundamental way for knowledge to be shared is through direct contact between people. Connecting to others who can provide assistance or who can benefit from knowledge sharing is a powerful way to leverage each person’s individual knowledge. Communicating across organizational silos allows good ideas to be exchanged between groups who might otherwise be unaware of each other. Collaborating within communities allows the members to learn together, which is enabled by community events, threaded discussions, and team spaces. Conversations between people are the basis of building trust, gaining insights, and sparking new ideas. Storytelling ignites action, builds trust, instills values, fosters collaboration, and transmits understanding.

3. Supply - There must be a supply of knowledge in order for it to be reused. Supplyside knowledge management includes collecting documents and files, capturing information and work products, and storing these forms of explicit knowledge in repositories. Tacit knowledge can also be captured and converted to explicit knowledge by recording conversations and presentations, writing down what people do and say, and collecting stories.

4. Analyze - Once there is a supply of captured knowledge, it is then possible to analyze it so that it can be applied in useful ways. Before drawing any conclusions from what has been collected, the content should be scoured to verify that it is valid. Confidential data may need to be scrubbed, or the content may need to be further secured. Lengthy documents may need to be summarized, encapsulated, or condensed. People can also be analyzed to reveal useful facts. Social network analysis maps and measures relationships and flows between people, groups, or organizations to improve communities, identify missing links, and improve connections between groups.

5. Codify - After collected knowledge has been analyzed, it can be codified to produce standard methodologies, reusable material, and repeatable processes. Data can be consolidated, content can be collated, and processes can be integrated to yield improved business results.
Codifying knowledge also involves establishing the value of intellectual property, adding metadata to documents stored in repositories so that they can be easily found, and tagging content so that users can discover useful views, connections, and collections.

6. Disseminate - Even if captured knowledge has been analyzed and codified, it will not be of value unless potential users are aware of its availability. Thus, its existence must be disseminated, both widely to inform all potential users and narrowly to inform targeted consumers.

A variety of communications vehicles should be used to distribute knowledge. Newsletters, web sites, and email messages can be used to spread awareness. Blogs, wikis, and podcasts can be visited online or subscribed to through RSS feeds.

7. Demand - Demand is the other side of supply. It involves searching for people and content, retrieving information, asking questions, and submitting queries.

Demand-driven knowledge management takes advantage of networks, supply, analysis and codification. It is stimulated by dissemination and enabled by making it easy to find resources.

8. Act - The payoff for motivating, networking, supplying, analyzing, codifying, disseminating, and demanding knowledge is results through action. Responding, deciding, and reusing are good examples of acting as part of a knowledge management initiative. Another form of action is the next strategy — invent.

9. Invent - A special kind of action is invention. Creating new products and services, coming up with new ideas to try out, and developing innovative methods and processes can help transform an organization, industry, or a nation.

Generating new sources of customer demand, stimulating personal and organizational growth, and rethinking the existing rules of the road can help an organization develop, thrive, and endure.

Knowledge management can help trigger the imagination by providing a continually replenished source of ideas and experiences.

10. Augment - Artificial intelligence can perform operations analogous to learning and decision making in humans. Intelligent personal assistants can recognize voice commands and queries, respond with information, or take desired actions quickly, efficiently, and effectively.

Using these approaches can enhance the capabilities of humans by augmenting their powers of observation, analysis, decision making, processing, and responding to other people and to routine or challenging situations.