Can a KM Strategy be a 'Constant'?

Recently, my current organization kick-started an initiative to build a knowledge platform through implementation of an 'all-encompassing' corporate intranet application. Though the idea sounded very noble to me and definitely a good start in the right direction but more importantly, I kept thinking, how can the HR / KM teams keep this current or in other words, keep it continuously evolving with the firm’s requirements? As I sat thinking about this situation, a more basic question came to me, will the current KM strategy even remain relevant couple of years down the line! Instinctively, I would say 'No' but is there a scientific basis/theory which can support this instinct.

Thus, began my amateur search on the subject of Knowledge Management and the question that 'Can a KM Strategy be a Constant for an organization'

Interestingly, the answer is explained in fair amount of detail by Boisot (1998) through Boisot's I-Space Model. Per the model, all knowledge assets can be located within a three dimensional space defined by following axes:

1. "Uncodified" to "Codified" where "Codified" represents knowledge which is used to solve specific problems in a structured manner.

2. "Concrete" to "Abstract" where "Abstract represents very generalized knowledge and "Concrete" represents knowledge which has taken the form of specific rules, artifacts or behavior patterns

3. "Undiffused" to "Diffused" where "Diffused" represents knowledge which is generally available

Given the above axes, Boisot goes on to suggest the dynamic flow of knowledge through a series of six phases known as the 'Social Learning Cycle':

Effectively, what is happening is a cycle in which data is filtered to produce meaningful information and this information is then abstracted and codified to produce useful knowledge. As the knowledge is applied in diverse situations it produces new experiences in an uncodified form that produces the data for a new cycle of knowledge creation.

In other words, the process of growing and developing knowledge assets within organizations is always changing. Organizations are living organisms that must constantly adapt to their environment. This means that the KM strategy identified as appropriate at one moment in time will need to change as knowledge moves through the organizational learning cycle to a new phase. The rate at which this cycle operates will vary from one sector to another, so that in some rapidly evolving sectors new knowledge is being created and applied in rapid succession, while in some more established sectors, the cycle time of innovation is much slower.

References:
Boisot M.H., 1998, Knowledge Assets: Securing Competitive Advantage in the Information Economy, Oxford University Press.