The term “knowledge brokering” was originally used by scholars to describe companies, spanning multiple markets and technology domains, that move innovations around from business to business. If you are new to the concept of knowledge brokering, we recommend that you first read Sutton and Hargadon (2000), “Building an innovation factory,” in Harvard Business Review, Vol. 78, No. 3, pp. 157–166.
In the first decade of the 21st Century, knowledge management (KM) was often used as a counter-intuitive organisational solution to chronic organisational development (OD) problems. Many organisations assumed that information technology (IT) could be used to extract finite meaning from an infinite sea of information -- often spending millions of dollars on "knowledge management systems" that could not demonstrate an immediate return-on-investment (ROI). As a result, many of those organisations struggled to implement knowledge management (KM) because their leaders and stakeholders could not understand that knowledge management is neither an information technology (IT) issue nor about starting a library or central information repository for documents and records.
The goal of knowledge management (KM) should be about the management of culture in a future-proof organisation; not about the accomplishment of a technical task or the solution to a problem. Very few organisations understood that effective knowledge management (KM) strategies needed to be built on grassroots-supported lifelong-learning foundations, and empowered by the free-flowing exchange of knowledge and experience between all stakeholders.
In 2004, the idea for an enterprise knowledge brokerage and management consultancy was conceived by founder David C Tham in response to what he described as "the systemic failure of information technology-reliant knowledge management strategies to live up to their promise as the foundations for stimulating more sustainable organisational development." (Presentation on the State of Knowledge Management at the 2004 meeting of the Asia Pacific Learning and Knowledge Management Council of The Conference Board, Singapore).
Thus, nanoKnowledge® was introduced to the world for the first time in 2004. We began our journey in Singapore, by teaching customer-oriented organisations how to think and communicate more effectively, and how to be more in touch with the habits that important stakeholders formed. We showed our clients how practical changes in the way they trained their staff, could impact their knowledge management efforts.
In doing so, nanoKnowledge® pioneered its maiden pathway as a corporate learning / training organisation providing expertise along the converging pathways of training, education, business, technology, and sustainability. We created a branded platform for freelance knowledge brokers and management consultants to work together and develop the capability to go global. Our goal was to be the world's preferred network of knowledge management networks.