A presentation by Judy Payne and Martin Fisher for APM South Wales & West of England branch on 3rd July 2013 (The basic ingredients onKnowledge management - @slideshare @judypayne http://t.co/fsoPDxIdiP)...
"An important issue for long-term success of KM initiatives is aligning them with organizational strategy, especially in times of change."
"At a recent monthly meetup of the Bangalore K-Community, panelists fromUnisys, Citigroup, Mindtree and Ernst & Young discussed 15 useful, actionable tips to ensure that a company's KM initiatives succeed not just at launch stage but also over the years to come.
1. Bring KM into mission-critical activities.
2. Focus on knowledge retention during times of attrition.
3. Use KM to improve understanding and execution of business reorganization.
4. Go beyond connecting to networking.
5. Conduct more research on knowledge work.
6. Pay more attention to design and visualization.
7. Pay attention to the requirements of mobile knowledge workers.
8. Blend informal and formal activities in knowledge-sharing sessions.
9. Broadbase the KM initiative and don't restrict it to only select managers or project heads.
10. Highlight KM practitioners across the board.
11. Don't pitch KM as an "extra" activity to be done after normal work hours...
12. Avoid too much theory and jargon.
13. Don't get hung up on the name KM.
14. Use metrics and analytics effectively...
15. Help ensure long-term success of KM by evangelizing it to students."
Knowledge Management at IFLA WLIC 2013 Singapore » · 'Open Access: a new dawn for knowledge management':
Interview with Ellen Tise, KM Keynote Speaker.
In your keynote speech at IFLA WLIC 2013 KM Session, you will talk about ‘Open Access: a new dawn for knowledge management’. Which role does KM play your university?
This is a difficult question to answer. KM is more of an academic discourse at Stellenbosch University. In my view the concept of KM at a practical level at academic institutions is not fully understood and Stellenbosch University is no exception.
This MBA Essay Examines Knowledge and Change Management in Two Innovative Companies (MBA Essay Knowledge and Change Management in Two Innovative Companies | Dissertation Blog |
Hewlett-Packard and Ernst & Young:
"These two companies both place a high value on employee retention and development. They treat knowledge as a tangible asset and leverage software and hardware solutions for knowledge management and sharing. Both of these companies show by example what they believe in and promote community development and programs which have little direct benefit to the company in the interest of good company citizenship. Both companies have comprehensive programs for team building and management and they both employ a leadership team which promotes all of these. The major differences in the two companies are where they concentrate their data mining efforts and how they foster cooperation among employees."
"Attributes of Knowledge and its Development within Companies:
Setting targets to achieve or surpass world-class level
Combining these targets with individual incentives
Active involvement of employees in product portfolio and product innovation decisions
Frequent, informal bottom-up and top-down communication
Setting up cross-functional teams
Common goals and values within different functions/departments
Application of benchmarking techniques
Using external knowledge sources via strategic alliances
Commitment of all employees to track customer and market requirements
Co-location, especially with external partners
Job rotation and teamwork in development
Joint teams or personal meetings with external partners
Employee knowledge profiles available on the intranet
Regular training with internal and external experts
Network building with external partners
Open access to knowledge infrastructure
Company-wide process standards
Systematic retention and updating of process experiences
Regular process optimization based on experiences
Decisions are made at the lowest appropriate levels
Internet access for all employees
Open idea databases to store product ideas
Application of creativity techniques and idea contests
Degrees of freedom for all employees away from daily work pressure"
Tacit knowledge has emerged as the “holy grail” of sorts, with many organizations (including the World Bank) seeking a way to capture and deliver it. Tacit knowledge is a difficult concept, which I thought was worth exploring a bit.
The legal profession increasingly relies on two forms of knowledge management: Intra-organizational and client facing.
"In these times of economic trouble, law firm clients have become ever more demanding regarding legal service fees. Clients continue to tighten their belts despite some signs of economic improvement. To meet client expectations, firms seek to increase efficiency and productivity without sacrificing quality. One significant change many firms are undertaking is the implementation of knowledge management (KM) systems.
Knowledge management is the process of sharing resources between attorneys and staff within a firm, and between firms and their clients, to reduce inefficiencies and improve service quality. By cutting the time attorneys spend on matters while maintaining the quality of finished product, legal services may become more affordable."
"The book's first part looks at KM practices in e-learning and covers techniques and methodologies. The second part contains several case studies looking at applications of KM to e-learning in businesses, government agencies, and universities in the U.S., Canada, Mexico, U.K., and Europe. The book concludes with a summary of future trends by experts at these organizations. This book ties knowledge management (KM) with e-learning as complementary approaches, highlighting the leading and emerging work being accomplished in this space. These chapters explain knowledge capture, retention, transfer, and sharing."
ROI of KM: "Demonstrating the true return on KM is a difficult task for many KM practitioners, but it is vital if you want to gain the buy-in and support needed to ensure your projects succeed.
Ark Group’s practical guide on Measuring the ROI of Knowledge Management brings together the advice of leading KM consultants, along with real-world case studies and examples of what your peers are doing in order to help you meet this challenge. "
Agencies fight uphill battle to retain critical knowledge and skills FederalNewsRadio.com "I think anyone in the federal government in a management position should be concerned about the pending wave of retirements — when it comes — and the loss of...
Are you managing your sense making (feedback) processes? The KM first step: Wait to react or act to prevent? Basically whatever the organisational problem, whatever the recommended process of response, whatever the “3 step”, “5 step”, “10 step” or “ultimate step” process for “KM strategy”, “communities of practice”, “KM implementation” etc., they are built upon a premise of four basic phases: Identify problem; engage with community; act to resolve; gather feedback and let the cycle begin again. A generic process that can be adapted to fit the need. Choose the number of steps, stick to the formula and as sure as Bob is your uncle, you have your latest strategy/planning solution.
Here's a short selection of Knowledge Management straplines. Do you know of any others that have been used by organisations? If so, please put them in the Comments sections.
Shell - "Ask, Learn, Share"Infosys - "Learn once, use anywhere"BBC - "Live and Learn"BP - "Learn before, during and after"Mars - "Know to grow"KPC - "There's always a better way"Bright - "Turning knowledge into cash"Knoco - "Know-how is our business"VidenDanmark - "From knowledge to results"Medco Energi - "Knowledge works"Nestle - “From Data, To Information, To Knowledge, To Actions!”Infoscions - "We help Infoscions make learning a way of life".Knowledge Management Post Graduate Centre – “Encouraging serendipity – Connecting People.”Spirax Sarco - "Little improvements from everyone"Lots of organisations - "Right knowledge, right people, right time"
INGE IGNATIA DE WAARD:Change management is and has been a tough nut to crack in any organization. Now, with the economic crisis still weighing on knowledge workers wherever they work, managing the change that is happening all around us in our professional as well as our personal sphere is becoming quite a challenge.
The organizers of the Managing & Surviving Change MOOC will try and provide and exchange strategies on managing this change. The official start is on Monday 20th May at 2pm GMT.
I will be taking up one of the talking slots on 27 May, focusing on how MOOCs can help in keeping on top of change
From the Harvard Business Review: How a Broken Knowledge Management System Can Be Fixed with Enterprise Search. Posted by Diane Berry on July 18, 2013. comments 0 comments | 200 reads. It's easy to fall into a routine at work.
"A recent Harvard Business Review article looks at the information challenges faced by a leading outsourcer and IT consultant. The company’s information “flowed through hierarchies; geographies and functions operated in silos; most people weren’t aware of expertise elsewhere in the company; and few were collaborating to transfer best practices and help clients.” This flawed information flow prohibited employee collaboration in a globally dispersed company. In fact, the most central five percent of the company were bottlenecks – and if removed from the corporate network, the number of relationships in the company would drop by 29 percent.
This is a prime example of the broken knowledge management system that exists in many organizations. But what’s broken can be fixed with advanced indexing within enterprise search."
Karen du Toit's insight:
Advanced Indexing within enterprise search > in answer to KM inefficiencies!
"Twitter is increasingly a popular way to connect with experts across a variety of fields. Finding the people you know is easy enough, but how do you discover people who are actively tweeting about the topics you're interested in?"
"Live recording of June 2013 PMI Queensland Chapter Meeting, Brisbane Australia. Presentation also given at various 2012 APM and University meetings in the UK; most notably London, Maidstone, Reading, Cambridge.
Many organisations today are struggling with implementing the somewhat unclear concepts of 'lessons learned', 'knowledge capture' and 'knowledge management'. This presentation tackles the problems with these concepts head-on and proposes a new practical conceptual model of building organisational knowledge through projects. What is innovative is that this new model has its roots firmly grounded in naturally evolved biological systems. The new conceptual model is practical and somewhat intuitive when properly understood. At the end of this session you will be able to immediately reconceptualise how your organisation truly learns and could better adapt to its environment."
"In a mini-interview with Alakh Asthana of eClerx Services, Verna talks about why deliberate incentives for knowledge sharing are not necessary. She explains that people love to talk about their work - how they solved a problem, something that they ran into, that they had a really great idea and it worked out etc. It's very natural for employees to share their achievements, problems and other areas of interests over informal coffee table discussions.
Verna suggests that simple recognition and acknowledging contribution ensures employees are motivated to share and maintain knowledge sharing as a continuous process."
Looking Through the Labrary Lens: Lessons from the Library Test Kitchen ... In fall 2012, the Harvard Labrary—a temporary “pop-up” space in an empty storefront in Harvard Square, Cambridge, MA—was opened as a public gallery for design student projects from the semester-long Library Test Kitchen (LTK) seminar at Harvard’s Graduate School of Design. Describing the Labrary, LTK instructor Jeff Goldenson said that it’s “a place where libraries can outsource risk and innovation,” a “pop-up R&D department” that explores ideas too disruptive for a traditional library location (for more, see “Making Room for Innovation” by Goldenson and Chattanooga PL’s Nate Hill). By bringing student projects to the public and inviting interaction and response, the Labrary became an exploration of what it means to be a library space. Though it was only open briefly, the Labrary suggested new ways of looking at nontraditional library space design.
"Somewhere, something incredible is waiting to be known." The most critical challenge to information managers is connecting the dots between what we know, and the people who need to know it. And that's what knowledge management means—delivering information to people to make better decisions. It's hard, but it's not impossible. Applying unified indexing and insight technologies will lift the enlightened organization into the true information age. And turning data and information into actionable knowledge is the key to competitive advantage. How do you learn more? You can get insight into this philosophy in the latest KMWorld White Paper: "Social Knowledge Management & Collaboration." a special look at Coveo's unique approach to search and KM. Free copy here: http://www.kmworld.com/Reader/Subscriber.aspx?redirect=http://www.kmworld.com/WhitePapers/BestPractices/Social-Knowledge-Management-and-Collaboration-June-2013_3921.pdf
Karen du Toit's insight:
Coveo's unique approach to search and KM > free White Paper available!
What goes around, sure does come around, even in the field of information management. Way before big data or data science, the earlier renditions of insight-oriented software focused on knowledge management and document management. Today, as organizations look to complete their picture of enterprise risks and opportunities, the old practices of KM and DM are back in action.
Register for this episode of DM Radio to hear hosts Eric Kavanagh and Justin Kern interview Gene Leganza of Forrester Research, as well as David Cornwell of PleaseTech and Kimberly Samuelson of Laserfiche.
Karen du Toit's insight:
The future of Knowledge Management to be discussed - registration open to listen in on 23 May 2013
RT @laserfiche: "If you don’t capture content, you’re losing half the value of the system," says @BillIves. http://t.co/9oImGlIOrl #ECM #documentmanagement
We sat down with Bill Ives, a partner with the Merced Group, who’s been working in the field of knowledge management since the 1980s, including for Accenture, and who has written the blog Portals and KM for ten years.
Where do you see knowledge management going?
Knowledge management is giving people the knowledge/information/wisdom/content/whatever that they need to do their job, and giving it to them while they’re doing their job. Training is what you do before you start your job; knowledge management is what supports you while you’re doing your job. It’s a very simple distinction. It’s archiving and creating this information in an accessible way so everyone else can benefit. Knowledge is one of the assets of a company that gets better, instead of declines, the more you use it.
Karen du Toit's insight:
Technology and people are intertwined in the KM process > can't focus on one more than the other!