"KM From the trenches: practical tips for making knowledge management work in your organisation by Ulla de Stricker (de Stricker Associates), Deborah Keller (Keller & Associates) and Cynthia Shamel (Shamel Information Services)"
Feedback from Marie Cannon on the session at SLA2014:
"... key points and advice the panel gave throughout the session:
"Money managers are hard-pressed to apply knowledge management, despite professing its importance in an era of intense competition and difficult market conditions, a survey sponsored by Pensions & Investments and the University of Oxford shows.
“Most respondents believe themselves to be more familiar with the concept of knowledge management compared to their organization,” said Gordon Clark, director of the Smith School of Enterprise and the Environment, Oxford University, Oxford, England. “When you broaden that question to the asset management industry, the majority (of those surveyed) believes that the industry isn't really familiar with it at all, suggesting that while there are certain asset managers who are good at it, the overall industry is probably not taking (knowledge management) seriously enough.”
Knowledge management is defined loosely as the systematic process of identifying, creating and sharing intellectual capital within a firm to gain a competitive advantage.
Implementing a knowledge management system could achieve a more stable business model for firms that don't yet have a process in place, according to 56% of respondents to the survey."
"My friend, if you stay focus on the business goals and understand what is high up on your management team's radar, you can make Knowledge Management whatever you want it to be. By the way, avoid using the term "knowledge management", just talk about how best to connect, collaborate and share knowledge to get work done better and faster (and to develop talents). I have been in this field since 1996, I am regenerating myself every few years, I never have a dull moment. Go for it!"
"This eBook will explore four key steps that can lead to a highly successful knowledge management implementation.
Lots of companies have attempted to leverage knowledge management both internally and externally, but maximizing its use and value has not always proven easy. For many companies, it’s been a frustrating journey of implementing a knowledge solution only to find few people use it.
Step 1 – Know what Knowledge Management is Step 2 – Hire a dedicated Knowledge Administrator Step 3 – Make knowledge a key part of your Customer Care Strategy Step 4 – Consider multiple ways to use knowledge"
Making sense of large amounts of disorganized information that is spread across wide swaths of an organization has always been the defining challenge of knowledge management. In recent years, the ability for organizations to capture information about themselves, their customers, and every facet of their business has increased exponentially; the phenomenon, of course, is known as 'big data.' As troves of data grow, so too does the potential to leverage it, and one key to keeping up with that potential is through the implementation of systems and solutions that streamline your organization's ability to analyze it, access it, and act on it. In short, big data is spurring the symbolic 'long tail' of institutional knowledge to grow ever longer, and organizations must be prepared to adjust their knowledge management strategy to compensate.
The latest videos from KMWorld Magazine and conference
"...the KMWorld video portal. All of our knowledge management videos will be archived at this location. We will have video interviews with experts on knowledge management, content management, SharePoint, search, collaboration, and other enterprise solutions and applications. The video portal will also include keynotes and session videos from our KMWorld Conference. Today, you can watch full presentations from thought leaders like Dan Rasmus, Dave Snowden, and many others."
"...a way to capture "actionable insights" and feedback from my Knowledge Cafes that did not get in the way the conversation, was easy, simple; that everyone could do and that allowed me to collate and distribute the items to the participants.
A few weeks ago, after some inspiration from Paul Corney and Mark Field, I decided it was time to try an experiment and I have developed a system to capture items by SMS and post them to a page on my website that I am calling an "SMS Wall".
Why do it like this rather than use Twitter or some other social tool? Quite simply, I wanted everyone to have the ability to post to the wall.
Not everyone, has a smartphone, not everyone uses Twitter and not everyone has an internet connection but almost everyone has a basic phone with SMS and knows how to use it.
People can also post messages before the Knowledge Cafe, during the KCafe, at the end of the KCafe and even on the train on the way home.
Karen du Toit's insight:
I would love to hear the feedback on this?
I still like the idea of using Twitter and curating it afterwards via the hashtag/s!
"In part two of our interview with Alice MacGillivray, she talks about why leadership is critical to a culture of collaboration. In part one of this interview, she talked about boundaries, leadership, and use of edge-effect. Alice MacGillivray, Ph.D., is a management consultant who works at the intersection of knowledge management, complexity, and leadership. Alice co-designed and directed the first MA in knowledge management and has published and presented at international conferences on KM and leadership topics. You can read her wrote at her blog 4KM.net and follow her on Twitter @4KM
"The International Foundation for Information Technology (IF4IT) has published a Taxonomy of Enterprise Knowledge Management Types. The taxonomy lists terms that are most important to Information Technology (IT) Organizations, IT Professionals, and Knowledge Management Professionals who support or provide services to enterprises.
The taxonomy… Includes approximately 1,000 KM Categories,Aligns directly with Enterprise Service Types/Categories,Doubles as a controlled vocabulary,Can be used to identify and prioritize key areas of enterprise knowledge,Can be used as a baseline template for measuring and assessing different types of knowledge maturity & completeness, andIs constantly reviewed, improved and grows as new categories are defined.Feedback and/ or ideas to the improvements of this taxonomy are welcome"
A few weeks ago I was fortunate to see Gordon Ross speak on a panel talking about the social intranet and KM for legal knowledge management practitioners in the public sector. Ross is a partner with the Vancouver-based consulting firm Open Road and the Vice President responsible for strategy and professional services for their social intranet platform ThoughtFarmer. He has written a blog post outlining his thoughts from that talk: How Social Intranets can Support Legal Knowledge Management.
In other words, the social intranet is easier to use, so more people will use it to share what they know."
Karen du Toit's insight:
The Social Intranet and it's impact on Knowledge Management
Last year Academic Publishing International published Leading Issues in Social Knowledge Management.
The book is a collection of ten academic papers that I carefully selected to create the volume and wrote a short editorial comment on each paper.
You can now purchase the book at a 50% discount by quoting the code SKM50 when you order online.
Leading Issues in Social Knowledge Management contains leading edge research which addresses some of the main issues for those of us who want to use Social Software in a Knowledge Management context or who want to study it or research it. There are 10 research papers as well as an introduction from David Gurteen who is a leading thinker in this field. This title is also available as an ePUB. Click here for details. ISBN: 978-1-908272-38-6
"The answer to this question is partly through analytics, which is also a growing field within various sectors. Some people look at data analytics, in terms of educating future “data scientists,” and still others are exploring business analytics through educating a new kind of “business analyst.” The new breed of analytics specialists need to have a combination of skills including statistical techniques, applied mathematical methods, advanced machine learning algorithms, data visualization, and business and communications skills."
Karen du Toit's insight:
Some good tips on how to instill instinct into organizational decision making through analytics
By David Gurteen: "Its always good to hear inspiring stories of how organizations have gone that "extra mile" in their knowledge sharing and learning efforts.
I recently learnt about how Plan Zimbabwe - part of the Plan international development organisation that promotes and protects the rights of children around the globe share and learn through regular learning circles and bi-annual staff conferences.
Karen du Toit's insight:
Learning circles and bi-annual staff conferences for increasing knowledge sharing and learning in an organisation!
"Knowledge Management Implementation: Things you should be aware of; How to align KM with business strategy and innovation in order to enhance performance and long term value generation; Organizational Culture and Resilience; KPIs and other important metrics; Knowledge Management and Digital Darwinism, about knowledge management, knowledge management, knowledge management framework, knowledge management market, knowledge management plan, knowledge management project, knowledge management strategy definition, managing knowledge, scope and significance of knowledge management, what is meant by knowledge management, why knowledge management"
"Implementing knowledge management within a support organization to improve the service desks abilities to respond to customer issues benefits the organization, the support staff, and the customers. Here are just a few reasons why organizations implement knowledge management:
Speed in response is important, as it gets customers back to work faster and makes for a happier customer. Technology is getting too complex for any one person to know everything.Consistency is a key to service quality.Support is one of the most stressful jobs.There is just not enough time to train every support analyst on every product you support.There is just not enough time to train every support analyst on every product you support.Most support managers are always looking for opportunities to improve the first contact resolution rates, as they know this lowers the cost of support and increases customer satisfaction.Implementing a self-service knowledge base gives customers a choice for support.
"Information and experience are invisible yet valuable assets which some firms are leveraging to build stronger client relationships
How useful to your firm is knowledge management (KM) and your KM team? The question is more relevant these days than ever because even in this era of Big Data, automation and disaggregation, many firms are still failing to marshal their in-house know-how in a structured way.
The consequences can be serious, with lost market share, clients and opportunities all resulting from a muddled approach to KM."
"But a growing number of firms are building client-facing structures and systems into their thinking. This could include the sharing of knowledge with clients, interacting with them in a more regular or systematic manner or simply being more proactive about client-facing KM.
Report of the APO Survey on the Status of Knowledge Management in Member Countries (06-RP-GE-SUV-31-B)
Dr. Serafin D. Talisayon, Philippines, served as the volume editor.
With the intent of designing a more systematic, focused program on knowledge management (KM), in 2006 the Asian Productivity Organization (APO) initiated a survey on the status of KM in nine member countries and compiled about two dozen case studies of exemplary KM practices in the private sector, government, and nongovernmental organizations in Asia. This book is the result of that survey project. To complement the survey, the APO sent three factfinding missions to leading KM institutions and practitioners in Europe and the USA in 2007. Study meetings on formulating a KM framework, KM implementation, and KM measurement methodology were also convened by the APO to expand its research and planning function.
Karen du Toit's insight:
KM case studies in the Republic of China, India, Indonesia, Republic of Korea, Malaysia, Philippines, Singapore, Thailand & Vietnam.
"In part one of our interview with Alice MacGillivray, she talks about boundaries, leadership, and use of edge-effect.
Alice MacGillivray, Ph.D., is a management consultant who works at the intersection of knowledge management, complexity, and leadership. Alice co-designed and directed the first MA in knowledge management and has published and presented at international conferences on KM and leadership topics.
You can read her blog 4KM.net and follow her on Twitter @4KM.
APQC’s 2014 Knowledge Management Conference, focused on the theme of “Improving Business Results Through Engagement & Collaboration,” will be held April 10-11 in Houston, Texas.
APQC: Alice, one of things I really love about your blog is your discussion of boundaries. Once boundaries are drawn, organizations tend to look inward towards governance, process, and structures. You wrote a wonderful abstract about how respected leaders work with boundaries and have success. What made the leaders successful in that situation?
Alice MacGillivray: Thank you; it is always a pleasure to connect with people who are interested in boundaries. I know the abstract you’re referencing. In it, I write: “We measure things, yet the real value may lie in the relationships amongst these things, especially as leaders face multidimensional challenges including climate change, terrorism, and enabling organizational learning.”
Karen du Toit's insight:
Differentiation between management and leadership when discussing boundaries in Knowledge Management
Access to relevant knowledge, including the ability to reach the long tail of knowledge, is critical to the success of KM programs. This white paper explores the top reasons why traditional KM initiatives need to change and explains the critical success factors of successful KM initiatives.
Karen du Toit's insight:
"...addressing the top reasons for failure and empowering organizations to leverage their collective enterprise knowledge."
"Lesley Crane is a final year PhD student investigating organizational knowledge work - knowledge transfer and sharing. Her study focuses on how such work is accomplished in everyday meeting talk. This seems to me to be an original approach in that it locates the study of knowledge in talk and text, and it is this discourse which she is analysing to investigate how and with what effect people share and create knowledge.
She is looking to engage with organizations who would be willing to take part in her study. It is unobtrusive - she doesn't even need to be present! All she needs are good recordings of any type of organizational meeting. The only proviso is that participants need to be English speakers! Confidentiality and anonymity are guaranteed.
If you would like to help please get in touch with Lesley via email @ firstname.lastname@example.org.
If this approach intrigues you as it does me then you will find two of her past papers here
A New Taxonomy Of Knowledge Management Theory: The Turn To Knowledge As Constituted In Social Action
What Do Knowledge Managers Manage? Practitioners' Discourse In An Online Forum Compared And Contrasted With The Literature
"Many parts of knowledge work have been routinized and standardized with the ongoing marriages of business processes and integrated enterprise information systems. What has not changed much yet is the adaptation of structures and culture to permit easily building flows of information into pertinent, useful and just-in-time knowledge, or fanning out problem-solving and accountability into networks of connected workers. – Jon Husband
Chee Chin Liew’s 2010 slide presentation on moving from hierarchies to teams at BASF shows how IT Services used their technology platforms to enhance networking, knowledge-sharing, and collaboration. The slide on the character of communities (#14) shows one approach to “building flows of information into pertinent, useful and just-in-time knowledge”.
"We need to undo our dominant business models which are the legacy of military hierarchies because they are inefficient, ineffective, and stifle innovation. Hierarchies are only as good as the smartest gatekeeper. Wirearchies are smarter than the sum of their parts.
* Content from jarche.com is licensed for reuse under Creative Commons: Attribution-NonCommercial-ShareAlike"
Link: Gurteen Knowledge Knowledge Management Research & Practice Journal "KMRP provides an outlet for high quality, peer reviewed articles on all aspects of managing knowledge, organisational learning, intellectual capital and knowledge economics. This includes not just those focused on the organisational level, but all levels from that of the individual to that of the nation or profession.
The journal includes both theoretical and practical aspects, and especially the relationship between the two. There is a particular emphasis on cross-disciplinary approaches, and on the mixing of "hard" (e.g. technological) and "soft" (e.g. cultural or motivational) issues. Rigorous contributions from both academics and practitioners are welcomed.
A single focus for this rapidly evolving and multidisciplinary fieldA bridge between research and practiceA broad global perspective."