- the work at HMRC has been compartmentalised so nobody has an overview of (or commitment to) the whole process
- many of the more experienced managers have left
- many of the front line jobs have been automated or merged with other roles
- many managers have been moved to new roles
- a constant pressure to cut costs has hit morale (people don’t care)
Two of these points interest me most, and they both relate to two of the core principles of knowledge management.
Knowledge Capture/Retention - "Many of the more experienced managers have left". This happens in all organisations. If effective procedures were present at the HMRC for the capture and retention of the knowledge of these more experienced managers, then maybe this risk would be reduced as the new less experienced managers could refer to and re-use the knowledge of their predecessors.
Knowledge Sharing - "Many managers have been moved to new roles". Of those managers who are still with the organisation, but are working in new roles, the culture in the HMRC suggests that they do not have access to the relevant expert knowledge which they need to quickly learn the competencies required for their new roles.