Originally posted 18-Sep-25

Welcome to part two of my seven-part series based on the compelling LEXICON Knowledge Management (KM) framework, created by legal KM specialist Clare Bilobrk. LEXICON stands for:

Link KM to daily workflowsEmpower championseXplain the valueIntegrate with existing systemsCultivate a knowledge-sharing cultureOptimize for ease of useNurture feedback loops

In this post, I’ll focus on the second point:

Empower champions — Identify respected individuals in different practice areas who can model engagement, provide informal support, and advocate for KM adoption.

Creating a Virtual Team of KM Champions

To achieve this goal, I recommend creating a virtual team of KM champions that functions as an extension of the formal KM organization. It’s important to engage all groups within the organization (i.e., departments, business units, practices, regions, and functions) to collaboratively manage and communicate on all KM projects.

From each group, recruit at least one member who believes in and actively practices knowledge management to be a KM champion for that group. By engaging all constituent groups in your organization, you will ensure that the KM program is not isolated from its users. KM champions from each group should continue to directly report to their current groups but become part of a virtual KM team. Ideally, they should feel equally devoted to their home groups and to the virtual KM team.

The Dual Role of KM Champions

The KM champions have a very important two-way role. They represent the needs of their groups to the central KM staff, and they communicate the direction of the KM program to their groups. They are champions of their groups to the KM program, and they are champions of KM to their groups.

Key Responsibilities of KM Champions

The role of the KM champion includes:

Attracting interest in the KM program based on their reputation and the respect they have earned.Leading by example, including demonstrating all desired knowledge sharing behaviors.Answering questions, showing how to use KM processes and tools, and providing support.Communicating KM messages to other members of their group.Soliciting ideas, suggestions, and feedback on the KM program to take back to the KM team.Working closely with the leader of their group to help them with messaging and setting a good example.Praising and recognizing other members of their group for demonstrating desired behaviors.Collaborating with other KM champions as part of the KM virtual team to accomplish the goals of the KM program.Piloting new initiatives and evaluating prototypes.Conducting training on KM processes and tools.Keeping the Virtual Team Connected

The central KM staff should view the virtual KM team as a decision-making body and keep them informed on current developments and future plans. A good way to do this is by holding regular virtual meetings, e.g., every other week, to do the following:

Communicate progressReceive feedback on current effortsSolicit input on future directionEducate and inform about new ideas, industry trends, and what other organizations are doingStimulate discussionsMake decisionsInitiate pilotsEvaluate prototypesCollaborate on analyzing information, solving problems, and innovatingShare ideas, success stories, and lessons learned to encourage reuse

To deepen connections between the KM champions, it’s desirable to hold annual in-person meetings to get all of them informed, energized, and working together effectively.

Although it is usually challenging to get approval for large meetings involving significant travel costs, it is nonetheless valuable to do so. As soon as there is a critical mass of KM champions, start planning the first meeting of the virtual KM team.

The goals for meeting in person are to establish trust between team members; communicate the vision, mission, expectations, roles, and plans; solicit feedback and inputs; and provide the environment for team members to collaborate.

Plan the meeting carefully. Prioritize interactive workshops, birds-of-a-feather sessions, group discussions, and storytelling over long, passive presentations. Build in plenty of time for small group meetings, networking, and conversations.

Invite the senior executive sponsor of the KM program to attend all or part of the meeting to present, answer questions, and mingle with the attendees. Invite an outside speaker on an important topic. Give all participants a book and ask them to read it and discuss it in a threaded discussion after they return from the meeting.

By the end of the meeting, everyone should understand the program’s direction, feel that their voices were heard, and be motivated to charge ahead. They will be more effective in collaborating virtually with one another over the course of the next year.

Leading by Example

Developing a virtual team of KM champions to help run a KM program is leading by example, practicing what you preach, and modeling desired behaviors. The KM champions experience good examples of meeting virtually and face to face, collaborating across organizational boundaries, and using KM tools such as online threaded discussions. In turn, they are better equipped to advocate for and embed KM within their groups.

Next post — Part 3: eXplain the valueAbout Clare Bilobrk, creator of the LEXICON framework

Clare Bilobrk has more than 25 years of experience managing legal information services for national and international firms in the UK. Her work spans practical library management and legal technology, with a focus on helping information professionals demonstrate value and increase their visibility.

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