A common problem in any organization is that through downsizing, BPR, re-organization, outsourcing, probably the organization removed as much organizational redundancy as it was previously available, therefore leaving scarce (if any at all) cross-functional expertise left in-house.
This implies that quite often “knowledge configuration” (KC), where existing in-house knowledge components are re-used across the organization, is increasingly difficult, or it is delegated to external resources- who happen to be the only ones still working across the functional divide (with further side-effects on business continuity).
Using “knowledge snippets” along with traceability reduces the cost of knowledge production and retention (including its maintenance).
Also, this allows your organization to introduce “knowledge configuration management” (KCM), ensuring consistency of behaviour across the organization.
KCM is linked to another concept: “versioning” of knowledge. The basic concept is that any item of knowledge depends from one or more other items, produced in the same or other organizational units.
Knowledge management tools can become obviously useful- but you need first to have in place a culture able to process knowledge.
The next step is, obviously, seeing how you can monitor your knowledge stock and benefit from it.
Incidentally: “knowledgebase”, or “knowledge base” are avoided in this book, as too often they are used to describe both “knowledge collections” and “knowledge thesauruses”- basically, “static” vs. “dynamic” knowledge