The biggest challenge of KAM is not to be found in the concept or the theory, nor in getting to grips with the toolkit. I would in fact go as far as one of my clients once said to me after a series of training sessions: ‘You know, that was all just good common sense’. The real challenge comes when faced with the task of practical implementation, what I like to call making it happen. It is the long list of things that can get in the way of making it happen that present the main problems, and the vast majority of these things are tied up with internal issues. It is rarely the customer or the competition that prevents you from making KAM work; it is your own organization.
The sins of KAM
The following list of ‘deadly sins’ ...
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