UK

United Kingdom · Knowledge management · Director/VP (16-20 years)

Director of Organisational Learning & Knowledge Management

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports3-5 reports
  • Reports toChief Knowledge Officer (CKO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Learning & Knowledge Strategy · VP, Knowledge & Capability Development · Divisional Learning & Knowledge Lead

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 1 of 10 standards
NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales) NCFE · Level 5 · covers 2 of 10 standards
CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 2 of 10 standards
NQual Level 5 Certificate in Leadership and Management NQual · Level 5 · covers 1 of 10 standards
City & Guilds Level 5 Diploma in Principles of Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 10 standards
City & Guilds Level 5 Diploma in Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Data Science Foundations OTHM Level 7 Diploma in Data Science
Provide learning opportunities for colleagues NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales)
Manage knowledge in an organisation CMI Level 5 NVQ Diploma in Management and Leadership
Principles of leadership and management NQual Level 5 Certificate in Leadership and Management
Knowledge and information management City & Guilds Level 5 Diploma in Principles of Leadership and Management

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
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Your Plan Illustration

Built for Director of Organisational Learning & Knowledge Management

5 units that map to this job, from the qualifications that cover it.

  1. Data Science Foundations OTHM Qualifications · covers 1 of 10 standards Level 7
  2. Provide learning opportunities for colleagues NCFE · covers 2 of 10 standards Level 5
  3. Manage knowledge in an organisation Chartered Management Institute · covers 2 of 10 standards Level 5
  4. Principles of leadership and management NQual · covers 1 of 10 standards Level 5
  5. Knowledge and information management City & Guilds Limited · covers 1 of 10 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director of Organisational Learning & Knowledge Management?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI-Driven Knowledge Curation & Personalisation
  • Organisational Network Analysis (ONA) for Knowledge Flow
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Director of Organisational Learning & Knowledge Management plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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3What this role really is

This job means shaping how a major business unit learns, shares knowledge and uses information. You set the learning and knowledge strategy, so people have the right insights at the right time to do their work well. It means thinking long term and making sure shared knowledge leads to real results.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Knowledge Base / Wiki (Confluence, Notion, SharePoint) Strategic

Leads platform selection, defines enterprise-wide governance policies, owns vendor relationships and budget for the business unit's knowledge ecosystem. You'll be making decisions, not just editing pages.

LMS / LXP (Docebo, Cornerstone OnDemand) Strategic

Integrates LMS with HRIS (e.g., Workday) for talent management, defines the business unit's learning technology ecosystem, and measures the overall ROI of learning programmes.

Content Authoring (Articulate 360, Camtasia) Architect

Sets standards for instructional design and content development across the business unit. Evaluates and selects new authoring tools and technologies to improve production quality and efficiency for the entire team.

Digital Adoption Platform (WalkMe, Pendo) Strategic

Develops the enterprise DAP strategy to accelerate software adoption and reduce support costs across the business unit. Integrates DAP data with broader business process metrics.

Analytics & Visualization (Power BI, Tableau) Strategic

Defines the key performance indicators (KPIs) for the entire OLKM function within the business unit. Presents data-driven insights to executive leadership to justify investment and strategy.

Enterprise Systems (Workday HCM, Collibra) Strategic

Partners with HR and IT leadership to architect integrations between learning/knowledge platforms and core enterprise systems. Champions knowledge governance as a strategic imperative across the business unit.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
OLKM Strategic Direction for Business Unit N/A N/A Defines and owns, with CKO alignment. Presents to Business Unit Head and C-suite for approval.
Budget Allocation (Programmes & Tech) N/A N/A Full authority up to £10M within approved annual budget; major capital expenditure requires CKO/CFO sign-off. Accountable for ROI.
Team Structure & Hiring (Direct Reports) N/A N/A Full authority for hiring, performance management, and organisational design of your direct reports and their teams, within HR guidelines.
Technology Selection & Vendor Partnerships N/A N/A Leads selection and negotiation for major OLKM platforms up to £500K. Strategic vendor relationships managed directly. Integrations require IT Director alignment.
Organisational Policy & Governance (Business Unit) N/A N/A Defines and implements knowledge governance policies for the business unit, ensuring alignment with enterprise-wide standards set by the CKO.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Business Unit Productivity & Efficiency Gains
The measurable improvement in operational metrics directly linked to OLKM initiatives within your business unit.
Target · Achieve a minimum of 5-10% improvement in at least two key business unit operational metrics annually (e.g., sales cycle time reduction, customer service resolution time, project delivery speed).

Reduced average sales cycle time for new products by 8% (from 90 to 83 days) through targeted sales enablement programmes and a more accessible product knowledge base.

Talent Readiness & Skill Gap Reduction
The speed and effectiveness with which critical skill gaps are addressed, and employees are prepared for future roles.
Target · Decrease the average time to proficiency for critical roles within the business unit by 20% (e.g., from 120 days to 96 days) and reduce identified critical skill gaps by 15% year-on-year.

New hires in our customer success team reached full productivity in 75 days, down from 100 days last year, directly attributable to a revamped onboarding programme and self-service knowledge portal.

Knowledge Asset ROI & Utilisation
The measurable return on investment from our knowledge assets and learning technologies, showing how they contribute to revenue or cost savings.
Target · Demonstrate a positive ROI (e.g., £2:£1 return) for major OLKM technology investments and achieve >80% active monthly user engagement across key knowledge platforms within the business unit.

Our new learning experience platform (LXP) showed a £1.5M return in reduced training costs and increased employee retention, measured against a £750K investment, alongside 85% monthly active usage.

Innovation & Cross-Functional Knowledge Flow
The extent to which OLKM initiatives foster innovation and break down knowledge silos across departments.
Target · Source and document a minimum of 5 viable process or product innovations annually directly from Communities of Practice (CoPs) or other knowledge-sharing initiatives, with at least 3 progressing to pilot stage.

Two significant product feature improvements in Q2 originated from ideas shared and refined within the Product Development CoP, directly enabled by our knowledge sharing framework.

Strategic Influence & Thought Leadership
Your ability to shape the broader organisational strategy by providing expert insight and guidance on learning, knowledge, and talent development.
  • Regularly invited to C-suite and business unit leadership strategy sessions
  • your recommendations are consistently adopted in major initiatives
  • you're seen as the go-to expert for knowledge-related challenges
  • you're asked to represent the company at industry events.
Organisational Learning Culture Shift
The observable change in how the business unit approaches learning, sharing, and applying knowledge—moving towards a more proactive, continuous learning mindset.
  • Anecdotal feedback from business unit leaders about improved knowledge sharing behaviours
  • increased spontaneous collaboration on complex problems
  • visible reduction in 're-inventing the wheel'
  • internal surveys show higher scores for 'learning opportunities' and 'knowledge accessibility'.
Cross-Functional Integration & Partnership
How effectively you build and maintain strong, collaborative relationships with other senior leaders (e.g., HR, IT, Product, Sales) to embed OLKM into their core operations.
  • Jointly owned initiatives with HR and IT that deliver seamless experiences
  • positive feedback from peer directors on your collaborative approach
  • OLKM is proactively included in major business unit planning cycles, not an afterthought.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Driving Large-Scale Organisational Impact

You'll be working on initiatives that affect thousands of employees and millions in revenue. Seeing your strategy lead to measurable improvements in business unit performance or talent development is what gets you up in the morning.

Successfully launching a new enterprise-wide knowledge platform that becomes the 'single source of truth' for a critical business function, leading to a 15% reduction in onboarding time for new hires.

Building and Nurturing High-Performing Teams

You'll spend a good chunk of your time coaching your direct reports, helping them grow, and making sure your overall team is cohesive and effective. You genuinely enjoy developing leaders.

Mentoring a Lead Strategist who then goes on to successfully launch a major new learning programme that significantly impacts the business unit's Q4 targets.

Solving Complex, Multi-faceted Organisational Problems

The challenges here aren't simple. You'll be dealing with cultural resistance, technology integration headaches, and conflicting stakeholder demands. If you love untangling these kinds of knots, you'll thrive.

Designing a knowledge governance framework that successfully gets three previously siloed departments to agree on content ownership and update cycles, leading to a unified customer-facing knowledge base.

What frustrates people
  • The 'Librarian' Stereotype: Constantly fighting the perception that your role is purely administrative rather than strategic.
  • Content Ownership Limbo: The endless, circular conversations trying to assign a permanent owner to a piece of cross-functional content.
  • SME Bottlenecks: Your strategic initiatives being held hostage by overworked, brilliant experts who never have time for meetings.
  • The Technology Silver Bullet Fallacy: Leadership investing in a fancy new platform expecting it to magically solve cultural issues of knowledge hoarding and lack of psychological safety.
  • Resistance to Change: People preferring 'the way we've always done it' over demonstrably better new processes.
What this role does not give you
  • A purely operational, 'hands-on' role where you're building content daily.
  • A predictable, unchanging environment – priorities shift, and so will your focus.
  • A role where you're handed a large budget without having to rigorously justify every penny and demonstrate ROI.
  • A quiet, solitary existence; you'll be in meetings, presenting, and influencing constantly.

8Who you work with

You'll directly shape the strategic capabilities of a significant business unit, influencing everything from employee productivity and innovation rates to talent retention and overall market competitiveness. Your work will have a multi-year impact on how we operate and grow, making sure we're not just reacting to change, but actively driving it through smarter people and processes.

Inside the business
  • C-Suite (CEO, COO, CFO) for strategic alignment and budget approval
  • Business Unit Heads (e.g., Sales Director, Product VP) for understanding their needs and integrating solutions
  • HR Director and Talent Leadership for aligning OLKM with broader talent strategy
  • IT Director and Enterprise Architecture for technology integration and governance
  • Legal & Compliance for ensuring all learning and knowledge adheres to regulations
Outside the business
  • Key Vendors and Technology Partners (e.g., LMS/LXP providers, content authoring tools)
  • Industry Associations and Thought Leaders for benchmarking and staying ahead
  • Strategic Consultants who might be brought in for specific projects

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • A proven track record of 12-16+ years in senior leadership roles within Organisational Learning, Knowledge Management, or a closely related field, demonstrating a clear progression of responsibility.
  • Experience managing a team of managers or lead specialists (typically 10-25+ indirect reports), with a strong focus on talent development and performance management.
  • Demonstrable experience in defining, implementing, and measuring the impact of large-scale, multi-year OLKM strategies across a significant business unit or enterprise.
  • A strong understanding of, and experience with, enterprise-level learning and knowledge technologies, including platform selection, integration, and governance.
  • Proven ability to influence and build consensus among C-suite executives and senior business leaders, translating complex technical or pedagogical concepts into clear business outcomes.
  • Experience managing significant budgets (e.g., £500K-£2M+) and demonstrating a clear return on investment for OLKM initiatives.

10What to practise next

Where the job is going, and what to do about it starting this week.

Enterprise Learning & Knowledge Ecosystem Orchestration

Organisations are moving away from single, monolithic systems. The future is about orchestrating a diverse ecosystem of specialised tools (LMS, LXP, Knowledge Base, DAP, collaboration tools) to work seamlessly together. Your role is to design this symphony.

API Integration Strategies · Data Lake/Warehouse for OLKM Data · Vendor Management & Roadmap Alignment · Security & Compliance in a Distributed Ecosystem

  • This quarter: Review our current OLKM tech stack and identify key integration points and gaps. Talk to IT about their enterprise architecture strategy.
  • Next 6 months: Develop a 'future state' architecture diagram for your business unit's OLKM ecosystem, including potential new tools and integration pathways.
  • Next 12 months: Lead a project to integrate a new OLKM tool with an existing enterprise system (e.g., HRIS, CRM), focusing on data flow and user experience.
  • Ongoing: Participate in industry forums and peer groups focused on learning technology architecture and integration challenges.

Quick win: Map out the current data flow between your core learning and knowledge platforms. You'll likely spot some immediate inefficiencies or manual hand-offs that could be improved.

Advanced Data Governance & Ethics for Knowledge Assets

With more data, more AI, and stricter regulations, governing our knowledge assets isn't just about tidiness; it's about trust, compliance, and mitigating risk. As a Director, you're accountable for this.

Data Lineage & Provenance · Access Control & Rights Management · Content Lifecycle Automation · Ethical AI in Content Creation/Curation

  • This quarter: Review our current data governance policies (with Legal/Compliance) and identify areas specific to OLKM that need strengthening.
  • Next 6 months: Lead the development of a 'Knowledge Asset Governance Framework' for your business unit, defining roles, responsibilities, and processes.
  • Next 12 months: Implement a pilot programme for automated content lifecycle management on a critical knowledge base.
  • Ongoing: Stay informed on evolving data privacy laws (e.g., GDPR updates) and their implications for knowledge management.

Quick win: Identify one high-risk knowledge asset (e.g., a critical policy document) and audit its current ownership, update cycle, and access controls. This often reveals immediate areas for improvement.

11Staying current once you are in

What people here do to keep up
  • Active participation in industry associations (e.g., Learning & Performance Institute, KM World) and attending their annual conferences.
  • Regularly reading and contributing to thought leadership in relevant fields (e.g., Harvard Business Review, MIT Sloan Management Review).
  • Mentoring junior professionals in OLKM, which often solidifies your own understanding and leadership skills.
  • Engaging in executive education programmes focused on strategic leadership, digital transformation, or organisational psychology.
  • Building a strong professional network of peers in other organisations to share best practices and challenges.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI-Driven Knowledge Curation & Personalisation

AI is moving beyond simple chatbots. It's now capable of deeply understanding content, user behaviour, and individual learning styles. Competitors are already using AI to deliver hyper-personalised learning paths and proactively push relevant knowledge to employees, giving them a significant edge in talent development and productivity.

  • Adaptive Learning Algorithms
  • Knowledge Graph Integration
  • Proactive Knowledge Delivery
  • Ethical AI in Learning

Organisational Network Analysis (ONA) for Knowledge Flow

Traditional org charts don't show how knowledge actually flows. ONA uses data to map informal networks, identify hidden experts, and pinpoint bottlenecks in knowledge transfer. This is becoming critical for optimising collaboration and ensuring critical knowledge isn't siloed or lost.

  • Network Mapping Tools
  • Centrality Measures
  • Knowledge Flow Bottleneck Identification
  • Intervention Design

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Knowledge Architecture & Governance
  • Strategic Learning & Development (L&D) Design
  • Learning Analytics & Business Impact Measurement
  • Organisational Change Management (OCM) for Knowledge Adoption
  • Communities of Practice (CoP) Strategy & Scaling

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    From Manager, Knowledge & Learning Systems (L5)

    3-5 years at L5

    Skills to master

    • Deepen strategic planning capabilities, expand financial acumen (P&L ownership), develop executive presence and influence, build experience managing a team of managers.

    You're ready to move on when

    • Successfully owned a significant OLKM budget and demonstrated positive ROI.
    • Led a team of 10+ professionals (including managers) to achieve critical objectives.
    • Consistently delivered strategic recommendations that were adopted by senior leadership.
    • Demonstrated ability to navigate complex organisational politics and drive cross-functional initiatives.
  2. 2

    From Head of Learning & Development (in a large organisation)

    5-7 years in a similar senior L&D role

    Skills to master

    • Expand knowledge management expertise (taxonomy, content governance), integrate learning with broader knowledge strategy, develop technology architecture understanding beyond just LMS.

    You're ready to move on when

    • Managed a large L&D function with a significant budget and team.
    • Successfully implemented enterprise-wide learning programmes with measurable impact.
    • Demonstrated ability to partner with IT on learning technology strategy.
    • Developed a strong understanding of how knowledge sharing impacts learning outcomes.
  3. 3

    From Head of Knowledge Management (in a large organisation)

    5-7 years in a similar senior KM role

    Skills to master

    • Deepen understanding of adult learning theory and instructional design, integrate KM with formal learning programmes, develop strategic talent development capabilities.

    You're ready to move on when

    • Successfully managed an enterprise-wide knowledge management system and strategy.
    • Demonstrated measurable improvements in knowledge findability and utilisation.
    • Proven ability to influence subject matter experts and drive knowledge sharing culture.
    • Developed an understanding of how KM supports employee learning and skill development.

15Where this role leads

The long view: This work can lead to senior roles such as Chief Knowledge Officer or Chief Learning Officer, or into wider operational leadership as a Chief Operating Officer.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director of Organisational Learning & Knowledge Management is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • VP, Talent & Organisational Development

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Data Science Foundations, worked against Director of Organisational Learning & Knowledge Management.

Data Science Foundations Level 7

Applied to your work in Director of Organisational Learning & Knowledge Management

1. To enable the learner to define the scope and landscape of Data Science and differentiate the roles of Data Scientists from other IT professionals. 2. To enable the learner to evaluate key topics within Data Science, including data administration, governance, and big data sources. 3. To enable the learner to describe the architecture and core elements of Apache Hadoop. 4. To enable the learner to analyse the advantages and disadvantages of utilising Artificial Intelligence techniques in a business context. 5. To enable the learner to critically analyse the impact of Big Data on digital transformation within organisations and its effects on users. 6. To enable the learner to review strategies for ensuring data compliance and explain the responsibilities and challenges faced by data specialists.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

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See Your Progress Grow Illustration
Director of Organisational Learning & Knowledge Management
  • Enterprise Knowledge Architecture & Governance
  • Strategic Learning & Development (L&D) Design
  • Learning Analytics & Business Impact Measurement
  • Organisational Change Management (OCM) for Knowledge Adoption
  • Communities of Practice (CoP) Strategy & Scaling
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director of Organisational Learning & Knowledge Management is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Knowledge Officer (CKO)

    3-5 years as Director

    L7

    • Enterprise-level knowledge governance and risk management.
    • Global talent and learning strategy across all business units.
    • Leveraging knowledge as a competitive advantage for the entire company.
    • Strategic partnerships with industry thought leaders and academic institutions.

  2. VP, Talent & Organisational Development

    3-5 years as Director

    L7 (or equivalent)

    • Full talent lifecycle management (attraction, development, retention).
    • Organisational design and effectiveness.
    • Leadership development programmes across the entire company.
    • HR technology strategy and integration.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, a Director's job is packed. You're juggling strategy, team leadership, stakeholder management, and mountains of information. What if you could reclaim a significant chunk of your week, not by working less, but by working smarter? AI isn't just for junior analysts anymore; it's a strategic partner that can supercharge your decision-making and execution.

In Knowledge Management and Organisational Learning, AI isn't a silver bullet, but it's a powerful tool. It can help you move beyond reactive problem-solving to proactive, data-driven strategy. Imagine having an AI assistant that helps you anticipate future skill needs, synthesise complex market intelligence, and even draft your board presentations. This isn't science fiction; it's what leading Directors are doing today.

Strategic Foresight & Skill Gap Prediction

Use AI to analyse internal HR data (skills, roles, performance) alongside external market trends (job postings, industry reports) to predict future skill gaps and emerging learning needs for your business unit. This helps you proactively design programmes, not just react to deficiencies.

ROI & Impact Modelling Assistant

Leverage AI to build sophisticated models that correlate learning programme participation and knowledge base usage with tangible business outcomes like revenue growth, cost reduction, or employee retention. It'll help you justify your investments to the C-suite with hard numbers.

Executive Communication & Report Drafting

Feed AI your strategic plans, performance data, and key messages. It can help you draft compelling board reports, executive summaries, and strategic proposals, saving you hours of writing and refining. You'll focus on the 'what' and 'why', letting AI handle much of the 'how' for the first draft.

Global Knowledge Synthesis & Trend Analysis

Point AI at vast amounts of internal and external data – research papers, competitor analyses, industry news, internal project reports. It can quickly synthesise key insights, identify emerging trends, and highlight critical information that might otherwise be buried, informing your strategic direction.

Common questions

Common questions

How do you become a Director of Organisational Learning & Knowledge Management?

Common routes in include From Manager, Knowledge & Learning Systems (3-5 years at L5), From Head of Learning & Development (in a large organisation) (5-7 years in a similar senior L&D role) and From Head of Knowledge Management (in a large organisation) (5-7 years in a similar senior KM role). Times vary with prior experience.

Where can a Director of Organisational Learning & Knowledge Management progress to?

This role can lead on to Chief Knowledge Officer (CKO) (3-5 years as Director) and VP, Talent & Organisational Development (3-5 years as Director), depending on the skills you build.

What new skills matter most for a Director of Organisational Learning & Knowledge Management?

Increasingly, AI-Driven Knowledge Curation & Personalisation and Organisational Network Analysis (ONA) for Knowledge Flow. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in knowledge management

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built in this role transfer well to other sectors that treat knowledge as a strategic asset, such as consulting, technology, pharmaceuticals and financial services. Helping organisations learn and share effectively matters in any industry.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.