At KMWorld 2012 in Washington, DC in October, Dr. Jay Liebowitz, editor of Beyond Knowledge Management and the Knowledge Management Handbook, took part in a session on the critical success factors for knowledge management projects and initiatives.
In that session, Dr. Liebowitz shared his “Rules of the Road," compiled from a combination of professional experience and a survey of the literature on the subject.
Here are his "top ten" keys to knowledge management success:
At a recent conference, one participant described knowledge management as ‘the conscience of the organisation’ and that ‘effective knowledge management depends on a sense and a synergy of moral obligation by employer and employee’.
For me the key element in this employer-employee relationship is trust. From experience, knowledge management thrives in organisations where there are high levels of trust between people within the organisation.
If there is trust then you don't have to have as many manuals, checkers and counter signatures. People want to sign their work as craftsmen and to receive the credit as well as an acknowledgement of responsibility for that work.
People also desire to share knowledge of that success and if they feel comfortable, then they can also share their failures. I read recently that the World Bank hosts ‘Failure Fairs’ highlighting why a project didn’t go as well as expected. These fairs provide a forum for sharing the lessons from a failure and helps colleagues to learn from another’s mistakes.
Did you know 70% of big data comes into the organization in the form of unstructured or semi structured data? This information represents a large proportion of the day to day correspondence with suppliers, partners and customers. Having the ability to manage and share this information internally through a document management system such as SharePoint can improve collaboration between departments or employees and also increase the level of information assurance. Often this data comes in the forms of business documents in the form of electronic documents that requires validation, processing, approvals and allocations before it reach its targeted destination such as you ERP system, accounting system or database.
how to preserve and management knowledge, knowledge management is a very important question. Many people download information a lot, but most never even open, or don’t know where to put the, actually such knowledge to personally has no value.
in most people’s computers, and who Desktop & throughout , and who My documents and throughout , and who Download and throughout , and who IE favorites and throughout Directories are such as chaos, has greatly affected individual work efficiency, if there are many working machine (such as company’s desktop computers, home desktop computers, notebook computers), the document management confusion could double degree increase.
SharePoint is without a doubt the most popular Content Management System (CMS) because of its centralized administration searching, indexing, workflows, and other powerful and easy to use features. Additionally, SharePoint is most often used as a document repository by companies.
However, in medium to large size companies, SharePoint is usually not the only document management system. There are many others being used including File Share, Documentum, eRoom, and more. By File Share, I mean all those situations in which documents are directly stored in the file system and made accessible through a network file sharing.
This creates islands of information instead of connecting everybody with each other. One reason is because users are only trained in their own document management system and tend to shy away from learning too many of them. Another issue is that more and more companies want additional features on their document repositories, features that SharePoint provides today. So, accessing those File Share documents from SharePoint becomes a necessity.
I was recently asked to define Personal Knowledge Management. This seems like an easy question, especially for an author of a blog about the topic. The problem is, PKM is a slippery character, meaning different things to different people and used in totally different contexts. One explanation that is simplistic, but that I particularly like, I first heard on an online video with Harold Jarche in October 2010. (http://www.youtube.com/watch?v=ddLDvwHivR8) He described PKM as a process. It is the way in which we make sense of the noise around us. We process all that information in various ways, weeding out helpful from disposable. We might write about it, talk to other people about it or simply think about it. From that synthesis process, we begin to create our own ideas about the information we received.
FreePint Director of Research, Robin Neidorf, discusses knowledge management: you've got all the tools and technologies so why aren't staff tapping into the corporate know-how? Understanding what motivates your workforce is essential to ensure that staff make full use of KM tools available to them.
Overcoming barriers in team communication requires the assessment of the reasons for the barriers and implementing an action plan to overcome areas of difficulty. Team communication can be complicated because you’re dealing with different people, personalities and communication styles. Some of the most common barriers in team communication are lack of understanding, lack of team unity and lack of motivation. Every person in the team directly affects the other members of the team. Maintaining unity and high morale among every member of a team is essential for successful communication.
Susan Hanley, an information governance and SharePoint adoption expert, shares her vision for enterprise technology adoption success based on business results.
Enterprise technology adoption efforts must be squarely focused on achieving predefined business results, according to Susan Hanley, a SharePoint portal and collaboration consultant.
Hanley, who spoke at the recent KM World 2012 conference in Washington, D.C., believes that business outcomes are the most important aspect of any initiative designed to get employees to adopt new enterprise technology.
"The real challenge is not adoption, really, it's about business results," she said.
Hanley, who is also a co-author of the book Essential SharePoint 2010: Overview, Guidance, and Planning, said it is easy to lose sight of the business aim and the business results of any enterprise technology adoption effort.
"In knowledge management, we are really good at coming up with platitudes for our results," she said.
Organizations undertaking a collaboration technology initiative should begin by focusing on business results and then work backwards to determine what it will take to achieve those goals, said Hanley.
" A few months back, Harold Jarche wrote a very interesting article about sense making with Personal Knowledge Management (PKM). Harold suggested a model that he uses to manage his personal knowledge and stay on top of his social media intake.
I think the article is a great reference for anyone that claims to be getting overwhelmed by the volume of information out there on the web. I have had this problem for ages as well and given that I'm a Getting Things Done (GTD) guy, I wanted to make my knowledge management fit into my regular scheme of life.
So, at the very outset let me tell you that the names of the steps on my KM model are stolen from David Allen, though the content of these steps may be a little different from how Allen describes them in his book. Anyway, lets quickly look through the steps I go through to make sense of all the wonderful information that I come across on the big broad internet. "
Hierarchies are great at running established organisations but they are notoriously slow in reacting to major changes. Its not really a problem when your strategy and environment are stable or only changing slowly. But its a big problem when things are changing rapidly and in many cases discontinuously.
Do you think the days when new hires will not come into the office for training is far away? I’ve done it two years ago and I’ve done it again these days. It’s true it was an internal hiring but all training has been delivered virtually: video conferencing and practice based assessments. Some eLearnings are also on their way… Because the rites of social media are so familiar to many employees, I can establish working relationships faster than ever with members of my remote teams.
As a recent McKinsey study shows, virtual approaches to work are attractive to a wide array of employees, including working mothers, older workers, and younger, Generation Y professionals who want flexible lifestyles from the start. Younger workers are often particularly suited to work remotely, having grown up socializing and collaborating online. “They don’t want to work 9 to 5,” says Bonny Simi, vice president of talent at JetBlue, “and it doesn’t matter to me if they work better from six at night until three in the morning or if they can do the work in six hours instead of eight.” (McKinsey Quarterly – “Preparing for a new era of knowledge work”).
The growing volume of unstructured data and better capturing tools calls for a review of knowledge management approaches by enterprises.
Knowledge management requires a rethink, given the growing advancement and ubiquity of technologies such as data analytics, social media and smart devices, to help contain and harvest knowledge scattered throughout an organization.
While knowledge management (KM) is not new a concept or practice among organizations in Asia, adoption of KM is not evenly spread to date--with most adoptees being the larger organizations, while many small and midsize businesses (SMBs) either eschew KM for financial reasons or are not aware of the idea in the first place, said Lee Chu Keong, program director for Master of Science in Knowledge Management at the Wee Kim Wee School of Communication and Information at Nanyang Technological University (NTU).
I had written the Dropbox based on personal knowledge management platform “tells the Dropbox use in the preservation of personal knowledge management knowledge and skills, and personal knowledge management is another important link to obtain knowledge, today the moonlight blog will introduce how to use Google Reader fast reading, mark, classification and storage of all kinds of knowledge skills.
as a knowledge acquisition is a major source of blog, BBS or media website, usually these website will provide RSS Feed, use Google Reader Reader can timely and efficient reading collect related information, also can the information of dimension and the function such as collection.
however, Google Reader Reader also hassome problems,
Have you ever noticed people riding mopeds around London with a clipboard on the front holding a route map? (apologies to Londoners for my provincial naivety).These are the Knowledge Boys and Girls undertaking the extremely challenging training necessary to become a licensed London Black Cab driver. The requirements are astonishingly difficult and include things like memorising 320 standard routes across London, the location of 25,000 streets and the sequence of theatres on Shaftesbury Avenue. It takes on average 34 months, a lot of London driving (plus a number other requirements) to acquire The Knowledge. It’s so mentally demanding that this BBC article reports that the brain of a Knowledge Boy/Girl swells during training.
For about five years around the turn of the century most of my days were spent helping clients manage their knowledge. Back in 2000 knowledge management (KM) was really big. Every year I’d head off to Amsterdam for the obligatory industry conference, KM Europe. We even had our own home grown conference, KM UK, with pretty much the same people but with less impressive venues. Then suddenly things went quiet – KM Europe was suddenly cancelled in 2005, KM UK limped along (and is still going today). KM had lost its way. The promises hadn’t been fulfilled. Of course KM just didn’t disappear overnight – it just degraded gracefully. One client, a very large UK multinational, shed their KM teams and announced that KM was now ‘embedded in the business’.
KM still goes on but it’s likely to be on the margins and not essential for peak organisational performance whereas in 2000 KM really was positioned as a game changer.
“Do we have a KMS (Knowledge Management System) in our company?” asked my accountant while completing a survey form mandated by the government. When I told her that we do, she seemed surprise. “I thought we only implemented CRM (Customer Relationship Management)?” she stressed. Nonchalantly, I challenged her, “How do you define Knowledge Management System then?” She replied, “According to the form, KMS is a system that manages information/knowledge in organizations.”
“That exactly defines what our system is doing now,” I told her.
Having a good scanner is just one element in digitizing your personal archives. A good document management system is a necessity too. And there are some great apps to do just that.
I’ve raved several times about the Fujitsu ScanSnap Scanner and how it has changed my life. However, this fabulous scanner is only part one of my home document management equation. Part two is the software that helps me organize my scanned documents so I can find them again when I need them.
Personal Archive BadgeInitially, I bought the ScanSnap scanner to manage household business paperwork – statements, receipts, warranty cards, insurance policies and such – but I found it also works great for managing instruction manuals, magazine clippings, recipes and all those other pieces of paper you want to keep but are running out of places to store. And now I have a growing collection of periodicals (technical, genealogical and historical), family histories and other electronic publications. So, my need to manage all this has grown too.
aw firm Slaughter & May has selected information management provider Recommind's knowledge management search solution to replace its "flaky" Hummingbird document and knowledge management platform.
The firm had been using information management vendor Hummingbird's platform for at least eight years but found that it was no longer meeting the needs of its lawyers as it was not enabling them to efficiently find the information they needed.
The company's project leader, Helen Geoghegan, told Computing that this was because the platform had become heavily customised.
"We had customised the platform so heavily that the actual application that we have in place doesn't resemble the underlying product, so any future development would have been extensive and more drawn out," she said.
Slaughter & May's (S&M) head of technology, Christopher Martin, added that the tool was not performing to the standards that the law firm expected.
"It wasn't a browser-based system. It wasn't at the level we wanted, was flaky and we weren't clear where the product was going. Depending on what you were searching for you had to search for completely different material, so different taxonomies for different sorts of items, which made it hard to use," he told Computing.
The firm went to the market to look for alternatives in early 2010 after identifying the key requirements.
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