Here are some takeaways on KM concepts
It is a common problem as I know from personal experience. An organisation will closely track all the physical assets that you hold – computer, phone, car, etc, – and want them returned before you leave.
But your digital assets and your intellectual assets are rarely managed so the knowledge about how your work is carried out – processes, priorities,etc. – and the right contacts are lost to your successor (if your replacement has not been recruited), your manager and other people you work with.
This definition of a Knowledge Management System (KMS) can be found in Wikipedia:
"a (generally IT based) system for managing knowledge in organizations for supporting creation, capture, storage and dissemination of information. It can comprise a part (neither necessary or sufficient) of a Knowledge Management initiative."
I am personally not too fond of this definition. First of all, it makes it seem like a knowledge management system can exist and function independently from the people who are using it. In addition...
A tweet yesterday prompted me to remember sage advice from Dave Snowden which I took to heart in my work with social tools at the BBC. "You can't manage knowledge but you can create a knowledge ecology". I thought it might be useful to others to list the ten most important things I learned about doing this.
1, Have a variety of tools rather than a single system. Not everyone sees the world the same way or has the same needs so mixing up different tools with different strengths allows people to find one ...
The Worldwide Intranet Challenge (WIC) LinkedIn group now has over 10,000 members which makes it the largest LinkedIn group about intranets. This article provides a list of the most popular discussion topics.
In a recent blog post, Irish intranet thought leader, Gerry McGovern said that, "Most intranets are not seen as essential to the functioning of an organization." Other intranet thought leaders agree. This article provides a theory as to why this might be the case.
How Waterstone’s intranet forums attract over 100 posts a week and have led to improved customer service and increased sales « Interact Intranet is Intelligent Intranet Software
How Waterstone’s intranet forums attract over 100 posts a week and have led to improved customer service and increased sales
Waterstone’s is one of the leading booksellers in the UK, Ireland and continental Europe, they have been using Interact Intranet for over two years and have found great success using the intranet forums.
Using the forums has successfully encouraged internal communication and collaboration, attracting over 100 posts per week and unlocking key information within the company.
In den Tagen zwischen Weihnachten und Neujahr hatte ich die Zeit genutzt und unter anderem auch viel gelesen. Ein Buch beschäftigt mich nachträglich besonders, es hat den Titel “Was bin ich wert?” und ist vom Journalisten Jörn Klare. Klare ging auf eine mehrmonatige Reise und sammelte Zahlen, die den Wert eines Menschen ausdrücken.
Auszug aus der Kurzbeschreibung: [...] Tatsächlich werden Menschenleben inzwischen überall ökonomisch bewertet, auch in Deutschland: In Krankenhäusern, Behörde...
It is a commonly stated observation that 80% of knowledge management programs fail.
I don’t know whether this is a true observation, but it is commonly stated. Whether it is true or not probably all depends on what you mean by “knowledge management program” and what you mean by “fail”. However certainly there has been a large number of failures, as well as a (probably smaller) number of successes. As a consultant with 17 years experience in the field I have been involved in both successes and failure...
Traditionally, KM was more often than not a top-down driven approach. For example, document taxonomies and knowledge sharing procedures were defined; identified experts shared their knowledge in defined communities.
Today, we can identify six strong trends that lead into new concepts of knowledge sharing and collaboration:
Exploring People are inherently curious for more based on their interest: a) Social media allows us to discover new content which is shared by our peers, friends, etc. b) Social computing empowers people to access information that is related to their interests and scope of work. These services support employees gain faster a deeper and broader expertise complementing classic (expensive) training. This open doors to informal and contextual learning; a more costs effective training. Two very recent examples of semantic explorations are Facebook Page Suggestion; Google Reader Play.
A new study in Science magazine* provides additional evidence for group genius.
My own research with collaborating groups has repeatedly demonstrated that groups manifest emergent properties, that are not reducible to the individual characteristics of the group members; this new study confirms my own findings, using a novel qualitative approach combined with “smart badges” designed by MIT’s Alex “Sandy” Pentland.
It seems that social networks, what they are, what they do, does an enterprise need one, etc are the topic of the moment when I am meeting people. Possibly this is because the cloud message has been heard enough times that it has reached a stage where a CIO has either grasped what it means to them in the next year, or given up!
Relatively commonly, it’s because they have social networks springing up all over their enterprise as at least some of their employees decide to make use of the capabilities. There is a last group and it’s those who have invested in good quality collaboration tools and don’t see why they are not being used, or why social networks are needed as well.
In my last blog post I raised this question: Did you ever learn to be a knowledge worker? In part two I would like to give you a little background on how this question came to my mind.
In the last few years I initiated the introduction of various free digital tools for internal communications in our company, but I did not do that on my own, on the contrary. In 2006 I joined forces with Samuel Driessen, our Information Architect. It was very interesting to collaborate, as Samuel and I both worked from...
The success of any organization’s information management (IM) strategy depends on managing three different spheres of concern: people, business processes, and technology. IM strategies often fail because they do not properly address one or more of those areas which are like three legs of a stool: remove one and the whole thing falls over.
The following eight points identify some key considerations for each of these legs. Each point is a distinct, major area of activity within any large-scale IM strategy. Putting sufficient effort into all of these areas will significantly improve your degree of success, but losing focus on even one of them can have a disproportionately large and detrimental impact.
People - Processes - Technology
Where are Implicit Connections and Business Intelligence for Unstructured Communication? - John Brunswick
Even with some level of unified communications, we spend a frustratingly large amount of time tracking down materials related to conversations, accounts and projects that we are working on. We may have project management tools, integrated email, calendar and voice tools, but they are primarily geared toward the only the storage of information and provide rudimentary search capabilities.
We are spending too much precious time trying to connect and recall unstructured communications
Step 1 – Strategize: There is no one “right” Social Learning strategy, and there is no one right way to develop one.
The approach to strategy development depends on several factors such as your organizational structure, existing learning programs, organizational learning culture, and the value executives place on informal learning.
The most powerful approach to strategy development, from my experience, is to develop one that is business-driven – aligned to larger company goals like increased innovation, increased collaboration across traditional organizational silos, reducing reliance on the aging workforce, compressing time to performance, etc.
BankWest has revealed details of its internal social networking service, IdeaBank, with the platform resulting in more collaboration and innovation.
Head of application delivery at the bank, Dave Williams, addressed a group of IT professionals in Sydney at the Gartner SOA summit where he outlined how IdeaBank is fostering shared information and increased customer growth.
"At BankWest we've built an application called IdeaBank. It's a social networking application. You can go to it and say 'I have a problem, can you help me solve it?' You don't worry if people can solve your problem because it's more about putting your idea out there." Williams said.
One day you became an employee in your organization. Let’s assume you have an international office job. In order for you to be effective, it might come in handy if you start communicating and collaborating with other people both within your organization and with external contacts. Your organization will most probably also expect you to gain knowledge and to share that knowledge.
They gave you a computer with, of course, the possibility to send and receive emails. You were given internet access, you may have received access to some more tools, like SharePoint, FTPservers, you name it. If this sounds like your job, it is fair to say that you are a knowledge worker.
Enterprise 2.0 is set to be the biggest thing on the horizon where workforce collaboration is concerned and there is definitely something in Enterprise 2 that gives it a distinct USP compared to existing enterprise systems.
Collaboration and communication have always been the whole point of enterprise systems, but the difference with Enterprise 2.0 is that according to the models, it’s ‘agile, emergent and integrated.’ Personally I prefer ‘simple, familiar and economical’ to sum up the overriding benefits of this new way of working.
Last month there was a discussion going on in a KM group I participate in regarding rewards. The question being asked was "what incentives are in place for knowledge sharing within your organization?"
Now, those involved in KM will recognize this discussion. It is a recurring theme, sort of like abortion, with no clear answer but lots of heated debate on both sides.
To summarize quickly, there are those who feel that incentives (ranging from simple acknowledgments to actual physical or financial awards) applied strategically can encourage participation and knowledge sharing. While others feel any form of reward system distorts normal behavior, resulting in "false positives" as individuals game the system to collect the rewards, without any real engagement in KM practices per se.