KM CASE ANALYSIS: WHAT-TO-DO? Congratulations! You've made it this far. As part of your final assessment you will be needing to study the given sample Knowledge Management case of a European Headquartered company and accomplish a KM case analysis template that you have to submit in PDF format (8.5 x11 in size). . Read and analyze the given short case study. Focus within the 3 reasons why KM failed with the given situation. Now, what you need to do is to produce actions on how to resolve those 3 scenarios/reasons from happening . Actions to be taken can be interpreted within "ANY" of the following windows: (1) reasons of potential failures are about to be perceived (2) reasons of failure are already on existence, or (3) reasons of failure are fully identified (your personal choice within the 3 given windows whichever is more convenient - so just choose one). You also have to do thorough analysis of the specific action/s you came up with by doing a SWOT analysis. And finally close your KM Failure analysis with a conclusion reflecting the situation, the reasons of failure and the actions you've came up with. . Fill - out the template for your answers..Case 4: A European-Headquartered Company The management of a European-headquartered company was convinced that a knowledge-based learning organization was the key for the company to achieve cost-effectiveness, competitiveness and a better management of business risks. For this reason, it commissioned a KM team that comprised nine management staff to implement a KM initiative. The initiative that enjoyed high visibility encompassed a series of plans such as creating informative web pages of the management and all business units, organizing staff into communities of practice and identifying internal knowledge champions. The initiative progressed on the basis that IT systems would be the foundation for all activities and processes. As time passed, the team found out that the web site and internet development were divided between the IT and media affairs departments. These two departments had diverging agendas and held conflicting views as to how the IT systems should be developed. Members in the team suspected that the IT manager's involvement in the KM initiative was to gain a dominant position in the company's strategy, methodology and budget. As a result, tension started to grow within the KM team. Meanwhile, external market conditions deteriorated and prompted the company to implement a major organizational restructuring exercise. The KM initiative faded and became lost in the turbulence. The main reasons for the failure of KM initiative at the company were as follows: . The top management was committed only up to a point. In the face of crisis, the KM initiative, which was perceived as a "nice-to-have" rather than mission-critical activity, was completely ignored. This underscores the need for the KM initiative to be grounded in the organization's strategy. . The KM team failed to manage the political processes between the IT and media affairs departments which in part undermined the initiative. . The KM team spent little time deliberating on the potential barriers to the initiative and did not consider the idea of rolling out a pilot even though the scale of the initiative was significant. The team could have avoided such pitfalls if external advice had been sought