This interesting question was asked in today's weekly #KMers chat.
One key to answering the question is realizing that knowledge management is based on human values—openness, authenticity, deep listening, horizontal communication, adult-to-adult conversation, treating people as people.
This is at odds with the drivers of traditional management: maximizing efficiency, vertical communications, command and control, treating people as “human resources” and manipulating customers so as to enhance the bottom line.
So attempting to link knowledge management to the drivers of a traditional business can “work” in the short term, but it soon results in a disconnect and kills the very heart and soul of knowledge management. The two activities are based on different values.
Once you recognize the disconnect, the options are (1) to "go with the flow" of the traditional management values and accept a mediocre knowledge management implementation; or (2) try to insulate your knowledge management activities from the traditional values and create an oasis of genuine knowledge management values; or (3) undertake a major multi-year effort change the organization's traditional values; and (4) in any event, prepare your parachute in case you need another assignment.
As to how to carry out option (3), read my earlier post for a quick summary of what’s involved in reinventing management and/or read my new book The Leader's Guide to Radical Management to get a detailed account of how to do it.