Much has been written about knowledge management and knowledge workers. But what do knowledge workers do within their organizations? The simplistic answer is "they think”.
But in order to provide a more actionable definition of knowledge worker, here is a taxonomy for the various types of knowledge worker and their roles within the context of managing knowledge during major transformative programs, such as digital transformation. This taxonomy of knowledge worker types takes a process view – what knowledge workers actually do in a function-neutral manner.
Five classifications of knowledge worker comprise the taxonomy: (1) inventors, (2) innovators, (3) integrators, (4) implementers, and (5) instigators. All five roles must be filled by an organization to navigate the transformation from an physical asset-based to a knowledge-based economy, which we are currently experiencing.
(1) Inventors create knowledge to trigger step-changes in satisfying customer needs and meeting market demands with brand new products and services.
(2) Innovators modify, refine, and build upon ideas to generate new knowledge that stretches beyond existing knowledge.
(3) Integrators aggregate, consolidate, synthesize, and broker existing knowledge to develop holistic, systems views. These holistic views provide new perspectives and insights.
(4) Implementers apply, utilize, and execute the "know how" within an intrinsic knowledge base. Implementers unleash the tangible, extrinsic value inherent in knowledge. Value must be released by implementation.
(5) Instigators challenge ideas, old and new, throughout the knowledge process. They drive out-of-the-box thinking as well as ground new ideas, innovation, integration, and implementation in the harsh realities of feasibility and viable economic returns. Instigators say both “Yea” and “Nay.”
These knowledge worker types cut across business functions. For example, inventors and innovators reside in functions other than research and development. During major change and business transformation, inventors and innovators formulate new strategies, develop new business models, improve cross-functional processes, and otherwise impact a business beyond product.
So what? Determine the team personality required for each stage of your transformation lifecycle. “Profile” employees and contractors based on individual personalities as demonstrated by tangible behaviors. Develop and manage a fine balance of personalities through the transformation process. Introduce new personalities as required. For example, more inventors, innovators, and instigators are required at the beginning of a transformation, more integrators and implementors during execution.
Treat each knowledge worker equally, but visibly recognize and reward specific team members for playing their respective roles well. Include all types of knowledge worker, inventors, innovators, integrators, implementers, and instigators, in your transformation.
Finally, consider the role of advanced technologies, such as generative artificial intelligence. What role does generative AI play? Where does it fit within the knowledge worker taxonomy, or do we need a new role? And it does not have to start with “I".