For years, we used a centralized knowledge management system. If a case study was created in the UK, for example, it needed to go through corporate communications at headquarters to be published.
But along came social networking, and it became clear that we needed a better way. In the social spectrum, you curate locally, pushing the controls to the people downstream. It's a radical shift in philosophy that has changed the way we do things throughout the company.
Our new system is a social, intranet-based portal that not only manages Ogilvy and Mather's content, but is also a vital and vibrant place for our employees around the world to quickly find each other and the information they need to do their jobs. Just by going to the portal, they get a snapshot of what's going on from a global, regional and local perspective, whether it's a major announcement from the CEO, a recent client win or a local blood drive.
It's designed to serve three types of communities: One type shares content with anyone on the intranet, a second is more restricted, and a third requires a high degree of confidentiality. While content is centrally available, each group has its own local curator.
jeroen thibaut's insight:
This looks like a very interesting case study. (Although platform development time of a year might not be available for everyone). Shows the benefits of working system/
- Wrong choice of technology enabler. A tool with a fool is still a fool. Lot's to be said here. Choose the right one. It's not that hard when you know the guidelines. - Wrong choice of project management. Archaic forms of knowledge management which are not agile enough to be succesfull in complex environments. - Not enough focus on the people pillar. A KM initiative must be carried by the staff throughout the organisation. Knowing how people are sharing knowledge is key here. - To much engineered processes and measurements. In engineering environments engineers love to engineer... too much sometimes. - Over simplification: it by handling the whole of complex systems that you can sometimes come to solutions that are better and even simplier compared with handling a system which was simplified first.
This handbook describes how Defence Research and Development Canada (DRDC) can evolve from a traditional knowledge business into an adaptive knowledge organization. Success in the 21st century knowledge society of accelerating change, increasing complexity, global connectivity, and decreasing resources will require rapidly creating, efficiently managing, and effectively using knowledge as our core strategic resource. This synthesis of best practices provides a framework for becoming a dynamic, learning, and adaptive knowledge organization across the full depth and breadth of DRDC’s interests. The framework comprises three broad themes. Knowledge manageability incorporates four manageability regimes – authoritative hierarchy, organizational structure, negotiated agreement, and responsible autonomy that provide a conceptual foundation for creating, managing, and using knowledge in the context of an S&T agency. Knowledge management has evolved through three generations. Assets focus on managing explicit knowledge; sharing emphasizes interactions between individuals and communities; and social networking facilitates collaboration, peer production, and synergy. All three generations are needed to realize the full potential of knowledge management. Knowledge work is viewed from a systems perspective. Inputs bring external S&T capacity, intelligence, research priorities, and operational needs into DRDC. Work manages projects, creates knowledge, and develops products and services.
Chris Collison speaking at Henley Business School's Knowledge management Forum on the subject of "Lessons Learned". Chris explores some of the myths and real... (Chris Collison - Knowledge Management and Lesso...
We talk a lot about PKM – personal knowledge management, i.e. KM for individuals – but as Nick Milton indicated recently, at heart KM is a collective effort; when done well it becomes the effort of social learning.
Visualisatie van mijn visie op kennismanagement. ... Related. Posted in Kennismanagement, Visuals. Post navigation. Previous · Next. Leave a Reply Cancel reply. Enter your comment here... Fill in your details below or click ...
And I came down to following figure - I took the base from a book, but can't recall which one. But I made some additions. And the drawing I made face-to-face to the CEO was not as extensive. But convincing.
As a business owner, you will undoubtedly have heard about how a document management system (DMS) can aid your organisation. However even if you've heard the term banded about, you might not know of the effects it ...
It's about a year ago that a remark during a KM training came "OK - waw, you really introduced us in knowledge techniques and how to approach this strategically, but you didn't tell anything (yet) on learning techniques". A few moments later the same person shared that indeed her - hospital - colleagues learned in different ways. And today I had a conversation on representing a framework. During the discussion it became clear that - in contradiction to the audio-visual person I am, the other person clearly had another way of absorbing knowledge. In a very constructive way - realising that her colleague structured and absorbed information in another way.
Snippets of information, often hidden in social-media streams, offer companies a valuable new tool for staying ahead. Executives who are curious and attuned to the themes emerging from social media are more likely to spot such insights.
Things used to be simple. In the 90s, I delivered Documentum Management solutions. They were simple, straightforward, and they worked. With the start of the new millennium, I started delivering Enterprise Content ...