Group items tagged

This paper introduces Dervin's Sense-Making Methodology (SMM) as an approach to KM system design using Web2.0. SMM is a philosophically derived approach which allows knowledge management (KM) researchers and practitioners to more fully understand and listen to user's needs so as to inform the design of dialogic KM practices and systems to promote knowledge sharing.

From knowledge retention to knowledge management, information discovery to information publishing, the range of emerging (and not so) technology needs have been highlighted by the challenges faced in today's economic climate. However there's one reoccurring theme I keep coming across and that's subject matter expert (SME) identification.

Why and how to measure the impact of knowledge management are questions that never go away

Article on senior managers' 'Personal Knowledge Infrastructure'. Davide Nicolini, Prof of Organizational Studies at Warwick Business School and Director of KIN

Most intranets are an absolute and utter joke. Enterprise search is pathetic. Why? Because today's management culture has no interest in making the work lives of -particularly its knowledge workers - easier and more productive. In fact, management practice often heaps more complexity and awful, unusable systems on top of frustrated, overwhelmed employees.

"The "big data, little brain" phenomenon is defined as managers who rely excessively on data to guide their decisions, abdicating their knowledge and experience."

Preventing valuable knowledge from walking out the doorLike many other companies, TVA is facing the imminent retirement of a large percentage of its work force-an estimated 30 to 40 percent of employees will retire over the next five years. These experienced employees possess much unique, undocumented knowledge.  Many of them literally built the plants and facilities that they now operate and maintain.

TVA were the pioneers for knowledge retention. The original presentation to their board was back in 1998. Most other KRT programmes, including M&S and KIN can trace their origins back to this original work by Andy Wright, a senior manager in Leadership Development at TVA.

A well researched and interesting presentation on the power of conversation in contextual knowledge sharing. From Lesley Thomson of the Scottish Centre for Regeneration.

Capability maturity models have been around for a while in other disciplines, most notably in software development projects. Almost all of the models owe their origins to the collaboration between the US Department of Defense and the Software Engineering Institute of Carnegie Mellon University. The Capability Maturity Model was originally a tool to assess processes - in particular the processes of a contracted third party. In that sense its intent was to reduce risk.

Wall Street journal / MIT Sloane Management Review article. How emerging markets are leading the way in thinking about markets in a downturn. The examples mainly come from marketing and product placement, but these are great lessons in how to think differently about an existing business model. The batteries pricing / packaging example was a neat way of presenting an existing offering in a more attractive & acceptable way during a downturn. The item about focussing on your existing customer base rather than new market opporunities got me thinking about how we use existing knowledge. The analogy works for me, because leveraging what we already know makes more sense than the cost of buying in expertise etc.

A reasonable attempt at explaining IM vs. KM. Perhaps more emphasis on IM being not actionable - it requires KM to transform information into actions.

" Rob Cross, KIN Associate for the Social Network Analysis SIG is co-author of this presentation. It is relevant for organisations who are considering the transition elements of knowledge retentio"

Mobee Knowledge CoP

International Keynote by Ron Young to KM Singapore Conference, Singapore 16th September 2010