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Warning: Avoid No Budget, Low Budget, Quick-Win, Low Hanging Fruit KM!

Warning: Avoid No Budget, Low Budget, Quick-Win, Low Hanging Fruit KM! | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  If you only go after the low hanging fruit, the rest of it will either rot in the tree or fall to the ground and make a nasty mess.  To get to the really good fruit, you need to climb up the tree....and go OUT ON A LIMB.

Dr. Dan Kirsch's insight:
I was just today asked to comment on something, regarding the hazards of pursuing a "no budget" Knowledge Management implementation.  My response was to simply say, "don't go there."  And here's why.
First let's just get it out into the open -- one of the ugly truths about how management tends to make decisions in an organization with regard to "quick wins" and "low hanging fruit" -- they don't get funded. You can talk about building support until the cash cows come home, but quick wins/low hanging fruit don't generally become a program or project of record.  With a budget attached.  What does happen is that the "quick win" and "low hanging fruit" teams get an ethusiastic pat on the back from those supporters for a job well done and are then told that they should press onward doing more of the same.  That everyone is happy with the efforts so far.  Do more of it.  For no budget - because clearly a budget wasn't necessary to do what has been accomplished thus far.
The tricky thing is that while there's nothing inherently wrong with going after the quick wins/low hanging fruit, that can only be the first step.  It can't be the only step.  And that's the critical part of this discussion.
When given zero budget, or next to it, for "implementing" KM the tendency is to go forth and "do good things" to try to drum up employee and organizational support for KM.  And when those (low level) "good things" happen, of course everyone wants more.  Only natural....to want more good things that you pay nothing for.  Sure, sign me up!
The point then is that before you embark upon any KM journey, it should be planned.  Meaning that you need to know what the organizational Knowledge Gaps are, and have a plan for what KM activities would be used to close those gaps.  Based upon the big picture organizational strategy.  And have a clear picture of what steps are necessary to move forward in that direction.  And then go do that.
I've often found this bit of advice to be useful when working with those who would want to implement KM:  If you only go after the low hanging fruit, the rest of it will either rot in the tree or fall to the ground and make a nasty mess.  To get to the really good fruit, you need to climb up the tree....and go OUT ON A LIMB.
In implementing KM we don't want "small victories" that a quick win or low hanging fruit represents.  What you want, and need, are initial steps to take as part of a "proof of concept" or pilot program approach.  Those first steps are used to take the KM car for its first organizational test drive to see how it handles on the road.  That's how you would for example, decide which car to purchase.  You wouldn't though apply a test drive concept if you were that day deciding if you even needed a car and were considering the bus as an alternative.  That's not the same decision process and would be a waste of your time.
And if at the moment, there is a lack of support by the organization and its managers for implementing KM (as the reason that you believe that you need to go forward with quick wins and such), then you haven't yet made the sale regarding the benefits of KM from a business case perspective to the organization.  And a basket full of "low hanging fruit" won't change that.  Not today, and not next week.  Because hobbies don't get funded.  Successful business cases do.
So what first must be done is to develop a KM champion -- someone senior in management with whom you take the time to explain what KM is (and is not) and lay out a business case for how KM would benefit the organization (and if you don't know how to make a good business case for "doing" KM, then consider this to be your homework assignment as it is critical to learn to speak that business dialect).  Discuss the big picture strategy, and what a preliminary implementation approach might be, including how you could take those first steps towards achieving those goals (those first steps being the quick wins that prove the concept or serve as the kick-off to the pilot program).  And then come to an understanding of what the next steps would be and incorporate those into an action plan, which can then morph into a KM strategy.  Do that.
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Gerald King, MKMP, CISSP, MOF's curator insight, October 29, 2013 2:46 PM

Additionally, if the only KM funding is for technology, we get stuck in the mode of every KM solution is technological.

Dr. Dan's Knowledge Management
Dr. Dan's Knowledge Management
Knowledge Management viewpoints and curations by a world-wide recognized Knowledge Management Expert and Consultant: President/CEO of Knowledge Management Professional Society (KMPro) - the world's largest KM professional society; Creator of the first KM certification program and remains today after 20 years as the world's longest serving provider of Knowledge Management training and certification with more than 6,500 individuals certified and more than 3,000 in other KM training.
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Dr. Dan's Knowledge Management

Dr. Dan's Knowledge Management | Dr. Dan's Knowledge Management | Scoop.it

Welcome to my Knowledge Management Scoop.it Page!

Dr. Dan Kirsch's insight:

Knowledge Management viewpoints, curations, tips, quotes, implementation guides by a world-wide recognized Knowledge Management Expert and Consultant:

  • President/CEO of Knowledge Management Professional Society (KMPro) - the world's largest KM professional society;
  • Creator of the world's first KM certification program and remains today after 21 years as the world's longest serving provider of Knowledge Management training and certification with more than 6,500 individuals certified and more than 3,000 in other KM training;
  • More than 21 years of Knowledge Management experience


If you have an interest in Knowledge Management, you might want to consider joining the Knowledge Management Professional Society (KMPro).


If you find the KM tips and "rules" (implementation guidelines) to be useful, you may find the KMPro Certified Knowledge Manager (CKM) certification workshop to be of interest as the workshop covers these same KM implementation issues (curriculum information).


You might also find my KM blog to be of interest:  Dr. Dan's Daily Dose.

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Integrating Knowledge and Numbers - Wall Street Journal (blog)

Integrating Knowledge and Numbers - Wall Street Journal (blog) | Dr. Dan's Knowledge Management | Scoop.it
Integrating Knowledge and Numbers
Wall Street Journal (blog)
What happened to knowledge management?
Dr. Dan Kirsch's insight:

Thomas H. Davenport suggests that “The big thing that knowledge and numbers have in common is that they are both primarily designed to improve decisions,” he writes. “If you’re a decision-maker, you need not just knowledge and not just analytical models, but both of them.”

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The Rise of the Chief Data Officer: Leaders Unite in San Francisco this May 22 ... - PR Web (press release)

The Rise of the Chief Data Officer: Leaders Unite in San Francisco this May 22 ... - PR Web (press release) | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Finally!  And on the heels of the rising of the Chief Content Officer, Chief Document Officer, Chief Search Officer, Chief Social Officer, Chief Data Miner, Chief Data Processor and the Chief Telephone Officer.


Dr. Dan Kirsch's insight:

The Chief Data Officer is "responsible for enterprise-wide governance and utilization of information as an asset" (Wikipedia).  But it takes years of experience to know exactly when to pass those "information" assets off to either the Chief Information Officer or the Chief Content Officer, and sometimes an entire career's worth of experience to know when that information becomes useful knowledge and should then be intra-transferred to the Chief Knowledge Officer. 


It is important to note that the role of Chief Data Officer is found primarily in the U.S.

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Information Technology Must Undergo a Makeover in 2014

Information Technology Must Undergo a Makeover in 2014 | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Actually this is an article about NOT changing, and instead doing more of the same -- failing to have a Knowledge Management strategy.

Dr. Dan Kirsch's insight:

This is one of those articles that on the surface sound promising, but in the end was probably worthy of a good 'ole face palm, and here's why.


They define several supposedly specific goals or directions for IT to go to survive current budget cuts.  Sounds good.  The premise is that you avoid cost cuts if you can demonstrate value-added that makes not making the cut worthwhile.  Which also sounds good. 


So the problem then?  Right here -- here is what was presented as one of the main ways (and in fact the lead of the three ways) that IT needs to provide that value-added:


IT needs "to redefine IT's value to the enterprise, including creating the business relationships needed to support innovation and using metrics to measure IT's contribution."


Sounds great, right?  But where the show comes to a stop is in asking the basic question -- what can be gained by putting the cart before the horse?


What I mean by that is that it's rather unclear exactly how IT would "create" any business relationship, much less those needed to support innovation.  I mean, IT is a thingie.  Thingies don't "create" business relationships.  This isn't like Match.com, or such, where IT on its own uses some sort of an algorithm to seemingly on a random basis connect individuals for the purpose of creating some sort of a critical mass that then magically produces innovation.


No, IT doesn't do that.  At least not outside of some sort of magical land.


Instead, what IT CAN do is provide the technological tools which then allow for those who need to connect, to do so.


That happens by having in place a Knowledge Management strategy.  Something that is crafted based upon identification of knowledge gaps within the organization.  IT is a tool which can help facilitate collaboration, make it easier.  But two feet that propel someone to meet and talk with someone else may, just maybe, accomplish the same thing.  IT is a tool.  It is just a tool.  It doesn't create.


Knowledge Management is still all about the people.  The toys are nice, and can be useful as well as fun to use.  But they are tools and having tools doesn't replace having people and making those connections necessary to create and share critical knowledge.


And not having a Knowledge Management strategy will most likely result in another article to be written next year which once again discusses IT budget cuts and the continuing need to somehow, someway, demonstrate value-added contributions.

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Time for a Paradigm Shift: Managing Smarter by Moving from Data and Information to Knowledge and Wisdom in Healthcare Decision-Making

Time for a Paradigm Shift: Managing Smarter by Moving from Data and Information to Knowledge and Wisdom in Healthcare Decision-Making | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Having just posted a KM quote on KM supporting evidenced-based decision-making I wanted to point to this article as a great summary of that application as it is applied to health care.  This article, I believe, speaks to the need to see beyond "big data" to ensure that the right knowledge (not data, not information) is available to support the organizational needs.


Dr. Dan Kirsch's insight:

Best sound bite about the need for having in place a system which supports the KM role in evidenced-based decision-making:

"Senior decision-makers in the Canadian healthcare system have to continuously make significant, and complex, policy and program decisions. However, it appears that, often, the evidence they have available is fairly simple descriptive information, collected for operational purposes. Trying to solve complex problems with fairly simple data may lead to suboptimal decisions. This article presents a new knowledge development system (KDS) that should allow senior decision-makers and others to manage smarter and take their decision-making to the next level."

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Ramona Sakubita's curator insight, April 15, 11:25 AM

Excellent model outlining how KM can support decision-making in practice. As an Information Management professional and KB, this model speaks to how our information gathering processes need to be appropriately planned so that we can more efficiently and effectively synthesize and interpret evidence. Health Information Management professionals  with the view toward analyzing and interpreting evidence may play an increasingly important role in this continuum from data collection to evidence-informed decision making. 

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The Long Tail of Knowledge: Big Data's Impact on Knowledge Management

The Long Tail of Knowledge: Big Data's Impact on Knowledge Management EContent (press release) "One of the keys is making organizations understand that knowledge management technology is available across industries and sizes of organizations, and...
Dr. Dan Kirsch's insight:

A bit of a fluff piece, but best soundbite is:

"The characteristics of big data are really just a magnification of those that we've been dealing with for the past twenty years in knowledge management," Beyer says. "It's not an extra special circumstance apart from normal workflow, and shouldn't be isolated. Knowledge workers are going to have to get used to it."

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Dr. Dan's Knowledge Management Quotes - KM as a Verb (vs. Noun)

Dr. Dan's Knowledge Management Quotes - KM as a Verb (vs. Noun) | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Knowledge is a noun, as is management.  Manage is a verb.  I do think though that this is a bit of the problem in Knowledge Management.  Nobody would question the meaning of "Project Management" or the application of the term as a verb (same for HR Management, Contract Management, and so on).  That's probably because what those are has been better explained, while the message of what KM is often degenerates into some sort of an IT (sounding) explanation (and IT is all about the nouns).  All the more critical to hone your KM elevator speech, to ensure that your organization understands what KM is all about.

Dr. Dan Kirsch's insight:

“Too often, people think of knowledge management as a noun. They’re mistaken: KM is a verb, a way of getting work done.”

(Jeff Angus)

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(Tacit) Knowledge Is Power - strategy+business (blog)

(Tacit) Knowledge Is Power - strategy+business (blog) | Dr. Dan's Knowledge Management | Scoop.it
(Tacit) Knowledge Is Power
strategy+business (blog)
Bottom Line: Companies gain a competitive advantage when different divisions, such as sales and marketing, share non-quantifiable information.
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Keep Calm - Knowledge Management Series: Connect the People

Keep Calm - Knowledge Management Series: Connect the People | Dr. Dan's Knowledge Management | Scoop.it
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Dr. Dan's Knowledge Management Quotes - Tom Stewart on the Essence of KM

Dr. Dan's Knowledge Management Quotes - Tom Stewart on the Essence of KM | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Organizations that recognize how people connect and share knowledge are able to utilize Knowledge Management to gain competitive advantage.  Those organizations that instead focus on the "connections" of Information Technology are, at the end of the day, further away from innovation and competitive advantage than they were when they started the day.

Dr. Dan Kirsch's insight:

“Connection, not collection: That’s the essence of knowledge management.”

(Tom Stewart)

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Knowledge management: Unleash the power - The Lawyer

Knowledge management: Unleash the power - The Lawyer | Dr. Dan's Knowledge Management | Scoop.it
Knowledge management: Unleash the power
The Lawyer
But a growing number of firms are building client-facing structures and systems into their thinking.
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Dr. Dan's Knowledge Management (KM) Tips - KM Toastmasters Group

Dr. Dan's Knowledge Management (KM) Tips - KM Toastmasters Group | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Here's a quick tip for improving your organization's KM message.

Dr. Dan Kirsch's insight:

One important point to keep in mind is the need for your organization to develop a good understanding of what Knowledge Management means to the organization and how it can positively impact organizational performance.  What I'm talking about is the need to be able to explain your organization's approach to those both inside (employees) and outside (stakeholders).  A bit like a coordinated Elevator Speech effort.


One way to improve that message is to practice the delivery of that message -- through what I call a "KM Toastmasters" group, based on some of the same concepts utilized by Toastmasters International (TI).  TI operates clubs worldwide for the purpose of helping members improve their communication, public speaking, and leadership skills.


A "KM Toastmasters" group is an internal group that can be available to speak both internally and externally about KM.  Members of the group work together to develop and critique each others Elevator Speeches.  A good "target audience" might be area universities and colleges who typically welcome guest speakers within for example, business schools.

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Keep Calm - Knowledge Management Series: Assemble the Minions

Keep Calm - Knowledge Management Series:  Assemble the Minions | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  When implementing Knowledge Management it is important to keep in mind that you're going to need lots of help.

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Knowledge Transfer & Reorganization - 12 Transitions Made Easier for Employees

Knowledge Transfer & Reorganization - 12 Transitions Made Easier for Employees | Dr. Dan's Knowledge Management | Scoop.it
Knowledge transfer expert Steve Trautman gives a best practice for managers facing change: use knowledge transfer tools to clarify team impact and expectations.
Dr. Dan Kirsch's insight:

Best Sound Bite: "By having a knowledge transfer process embedded in your culture, you will reduce the inevitable anxiety that’s common to change."

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Dr. Dan's Knowledge Management Quotes - Barbara Lawton on Communities of Practice

Dr. Dan's Knowledge Management Quotes - Barbara Lawton on Communities of Practice | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  When establishing Communities of Practice (CoP), two important points to consider - "If you build it they will come" seldom works (so consider carefully any forced creation of CoPs), and, providing support to existing CoPs demonstrates organizational commitment (which shows participants that what they're doing is important).

Dr. Dan Kirsch's insight:

"Nurturing and expanding existing communities of practice is easier than establishing new ones."

(Barbara Lawton)

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High-tech Knowledge Park needs high-tech marketing - Hilton Head Island Packet

High-tech Knowledge Park needs high-tech marketing - Hilton Head Island Packet | Dr. Dan's Knowledge Management | Scoop.it
High-tech Knowledge Park needs high-tech marketing Hilton Head Island Packet To keep the Knowledge Park focused on its primary goal of economic development and job creation, city officials discussed options with members of the Knowledge Park...
Dr. Dan Kirsch's insight:

Groan....apparently not much more than snagging the term Knowledge to use to make it sound like what it isn't as it appears to be just another office park with community space.  Or else, all you need to create knowledge is "vibrant community, one with fast Internet service, bike paths and green spaces, craft beers and an eclectic music scene."

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Linking Knowledge Management to Content Strategy | Tallyfox

Linking Knowledge Management to Content Strategy | Tallyfox | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  This article, I believe, serves as a good example of not understanding what Knowledge Management and what Content Management both are, as well as the differences between them and their overlaps.


Dr. Dan Kirsch's insight:

Best sound bite for demonstrating that the author clearly lacks an understanding of what Knowledge Management and Content Management are:  "Recently, I've come to realize that knowledge management and content strategy are almost two sides of the same coin. The former is for an internal audience, the latter is for an external audience."


Some mistakenly use the term Knowledge Management when they really mean Content Management (or perhaps even, Document Management).  And I think that it's good to revisit this discussion every couple of years.


Here's a neat definition/explanation of what Content Management is: 

"Content management, or CM, is the set of processes and technologies that support the collection, managing, and publishing of information in any form or medium. When stored and accessed via computers, this information has come to be referred to, simply, as content or, to be precise, digital content. Digital content may take the form of text (such as electronic documents), multimedia files (such as audio or video files), or any other file type that follows a content lifecycle requiring management."


And here's a post by Nick Milton which discusses the overlaps and confusion between CM and KM.


I'll let you pick and choose your own definition of KM, but clearly Content Management is not the other side of the same coin as Knowledge Management, and to suggest that KM is somehow simply or only (collecting, managing and publishing - as a process) and for an internal audience is quite a bit myopic.


When you need KM, you need KM.  Not CM, or DM, or IM.  KM.


Perhaps the question is whether you see that overlap, or do you perhaps see CM, DM, or IM (individually or collectively) as a subset of KM or just connected to the KM picture?

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Dr. Dan's Knowledge Management Quotes -

Dr. Dan's Knowledge Management Quotes - | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Knowledge development is key to utilization of organizational knowledge to support evidence-based decision-making.

Dr. Dan Kirsch's insight:

"Knowledge Management is the purposeful interventions of knowledge development to realize sufficient knowledge availability at the time and place the organization needs it."

(Larry Prusak)

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21-22- April, Dubai

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Dissatisfaction With IT's Effectiveness Is Growing, McKinsey Research Shows

Dissatisfaction With IT's Effectiveness Is Growing, McKinsey Research Shows | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  My favorite sound bite -- "Executives from the business side are less likely this year to say that IT performs effectively in sharing knowledge."

Dr. Dan Kirsch's insight:

Although this is a bit of a "self-licking ice cream cone" of a study, I find it interesting that while there was concern enough over IT not performing "effectively in sharing knowledge" that 28% of executives believed that replacing IT management was necessary, there apparently wasn't much discussion of what those goals were (meaning, I see a lack of Knowledge Management strategy).


To me though I think that an even bigger issue is that there apparently wasn't any probing amongst executives (or anyone else) as to their understanding of the need for IT to enable "connecting" the people, or the need to facilitate the sharing of the knowledge held by those people.


Instead, what I myself take from these results is that the "sharing knowledge" and responses related to dissatisfaction at the speed of introducing new technologies and the cloud expectations are all indicators that those executives really don't have a Knowledge Management strategy.  You can almost hear the executives scratching their collective heads pondering why knowledge sharing to "create new products" hasn't already and automatically taken place given that they already have shiny IT in place and have put everything imaginable into the database thingie.  They have paid for the IT, so why, oh why, hasn't it delivered?


I would like to know exactly what "knowledge" it was that IT was supposed to have been sharing, and what knowledge has supposedly been previously shared.  What were the knowledge gaps that were identified by those same executives, and how did they plan for the closing of those gaps?  And in what ways was IT planned to facilitate that sharing?  I suspect that what's really being discussed is the sharing of data and information, rather than the sharing of knowledge.  No, wait, scratch that -- what has really happened (here, and elsewhere) is that the executives somehow believed that because they have IT, and that it's filled with Terabytes of stuff, that of course knowledge sharing should be taking place.  Useful sharing of knowledge.  Yup.


My point is that IT doesn't "share knowledge."  IT is a tool that can be utilized to facilitate that sharing, but IT doesn't on its own share knowledge.  People share knowledge.

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How The Digital Oilfield Is Revolutionising The Way Businesses Think

How The Digital Oilfield Is Revolutionising The Way Businesses Think | Dr. Dan's Knowledge Management | Scoop.it
The digital oilfield is the ultimate expression of technological advancement in the oil and gas sector.
Dr. Dan Kirsch's insight:

Tim Haïdar, Editor in Chief, Oil & Gas IQ speaks with Wendy Valot, Global Knowledge Management Specialist at BP about how the digital oilfield is ineluctably changing the way thatoil and gas companies do business.


"As well as delivering optimal data from field to boardroom, the tools available within the digital oilfield framework are also helping the field of knowledge management, where retaining and promulgating industry insight is becoming increasingly important."

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Knowledge Management for Decision Memories

Knowledge Management for Decision Memories | Dr. Dan's Knowledge Management | Scoop.it

Institutional decision memories can describe how and why we, as an organization, chose one course of action over another. But decision memories are often hampered by our tendency to justify decisions after they have been made, and even create elaborate, and often fictional, stories around them. For this reason, it is important to capture decisions as they are being made, not after the fact. Explaining why other decisions were not made, should also be normal practice.


Via Bonnie Hohhof
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Toyota is becoming more efficient by replacing robots with humans - all about the VALUE of Knowledge

Toyota is becoming more efficient by replacing robots with humans - all about the VALUE of Knowledge | Dr. Dan's Knowledge Management | Scoop.it

Toyota is becoming more efficient by replacing robots with humans.
Toyota's latest strategy has two main aspects. First ... “To be the master of the machine, you have to have the knowledge and the skills to teach the machine.” ...

Dr. Dan Kirsch's insight:

This Toyota story is all about the importance of knowledge to the organization, the need to utilize knowledge to produce innovations and increase efficiencies, and the recognition that people, not machines, bring quality to Toyota through their knowledge and experience.


I talk to this in every single training workshop that I conduct -- Toyota's consistency in maintaining high levels of quality is all about how they use their people and how they engage their knowledge.

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Julie Ekner Koch's curator insight, April 8, 8:33 AM

Toyota has been a first-mover for at long time...interesting to see if other companies follow this trend.

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Dr. Dan's Knowledge Management (KM) "Rules" (Rule #25 - Vendors, Vendors Everywhere!)

Dr. Dan's Knowledge Management (KM) "Rules" (Rule #25 - Vendors, Vendors Everywhere!) | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  Rule #25 is all about ensuring that your vendors don't shoot your own KM program in the foot.

Dr. Dan Kirsch's insight:

When presented with a "sales pitch" from vendors, selling KM tools or offering KM services, it is important to ask that vendor about their own organization's KM efforts.  I suggest that it's worth taking a moment to ponder the implication of a vendor offering products or services related to or in support of KM when their own company doesn't practice (or encourage) KM.


One example that I can offer off the top of my head is related to a Fortune 500 company's efforts to promote their own KM services within the Governmental sector. The problem was that nearly all of their potential customers were aware that the company itself didn't practice KM.  Nearly all.  The end result was mixed in that many potential customers simply "avoided" that company, but there was more than a few tragic tales to be told from those who weren't forewarned and so saw a tragic end to their organization's interest in moving forward in KM.  Shot themselves in the foot.


It's my own experience that the quality of KM tools and KM services increases when a vendor's company actually believes in, and practices what it sells.

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Can You Give Your Elevator Speech in 15 Seconds?

Can You Give Your Elevator Speech in 15 Seconds? | Dr. Dan's Knowledge Management | Scoop.it
As brand strategists, we often put together complex systems for defining brands with all sorts of diagrams and process, but the truth is the most compelling brands are the ones that can articulate
Dr. Dan Kirsch's insight:

However, in the discussion at the above page, this valid point was also made:

"Perhaps we shouldn't mix elevator speeches with branding messages. Seems like you might be better off learning how to build relationships that'll last longer than 15 seconds so you can spend your time delivering the message." (Joseph Lee)

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Dr. Dan's Knowledge Management Quotes - Alvin Toffler on Knowledge-Based Society

Dr. Dan's Knowledge Management Quotes - Alvin Toffler on Knowledge-Based Society | Dr. Dan's Knowledge Management | Scoop.it

Dr. Dan:  As suggested by Toffler in 1990, knowledge assets are both the inputs and outputs of the knowledge creating activities -- but it seems that all too often organizations fail to understand the value of those assets and the need to create and utilize them to realize their true value.

Dr. Dan Kirsch's insight:

"We are now living in a `knowledge-based society', where knowledge is the source of the highest quality power."

(Alvin Toffler)

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