Memo From Frank Leistner, Chief Knowledge Officer, SAS

[Editor's note: Two weeks ago in this space we ran Jonathan Spira's letter to the Wall Street Journal criticizing a story, the Curse of Success which, in Spira's opinion, left readers with the wrong impression about the outcome of knowledge management projects.  We received many comments in response but one, written by Frank Leistner, SAS' CKO, stood out and is published here with his permission. -BA]

Dear Jonathan,

Thanks for your very good commentary on the curse of success article.

I fully agree with you.  Having been involved in KM projects for almost 10 years myself, I think you hit it spot on.  It is easy to pick a couple of cases to make any point, but the more successful projects are often more embedded into the organization, i.e. they might not be labeled KM anymore, in fact the real successful ones are not projects at all, they are just processes, “it’s how things are done around here”…

I actually think that if they fail, it is precisely because they are seen as projects (with a beginning and an end), and the ongoing change, marketing, embedding, and investment drops off after the launch and the frustration that not everybody just magically follows and goes with it forever… it is the ongoing drivership that enables longer-lasting success…

Within Business Intelligence company SAS, the largest privately held independent SW company in the world, I have been leading KM projects for the last 10 years and most of them are still going strong after all this time.

Regards, and thanks for the great newsletter,

Frank Leistner
CKO,  SAS

Jonathan B. Spira is CEO and Chief Analyst at Basex.

Comments are closed.


google