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If you need to do a job more than once then automate it - or so the wisdom goes. And now the growing availability of intelligent, automated software - or bots - is making automation a reality for businesses of all sizes.

IBM's Atlas uses SNA and social media mapping techniques to enable expertise location

1.ChatOps and activity streams are an important part of a connected company's infrastructure. 2. We need better AI and other tech to help deal with chat overload. 3. Tools like Slack could be very well-suited to supporting networks of small teams. 4. We are just getting started with chat and messaging in the workplace, so there is much still to learn. 5. Early adopters declare things 'over' before second wave adopters have even used them. Let's wait and see what happens at scale

"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

The standards represented here are among those most heavily used or publicized in the cultural heritage community, though certainly not all standards that might be relevant are included. A small set of the metadata standards plotted on the main visualization also appear as highlights above the graphic. These represent the most commonly known or discussed standards for cultural heritage metadata.

" Innovation Culture - MIT Sloane talk by the charismatic CEO, Terri Kelly. The top things I took from this inspiring talk are: - Staff turnover only 5% (the new hire process is lengthy and rigorous to ensure cultural fit) - CEO is elected by staff (CEO is one of the few job titles in the organisation - Costs are regarded as 'investments' - Every individual has a sponsor or coach - Leaders get there through others wanting to follow, not their power - Innovation culture is the MAIN driver of business results - Business units are no larger than 250 people (the founder talked about divide to multiply) - 'Give them the right tools, minimal bureaucracy, responsibility for P&L, expect people to lattice (network), organise around small teams'. Lastly, the culture at Gore has evloved of 50 years - it takes huge effort (equal to strategy and business development) and a lot of time to change culture I screen grabbed some of the culture survey questions that staff fill out about their leaders (not the other way round) http://members.ki-network.org/innovation/Innovation%20SIG%20Picture%20Library/Forms/DispForm.aspx?ID=1"

"BMW AG, through what it calls its Virtual Innovation Agency, invites ideas from "small and medium-sized innovative companies" on the Web site bmwgroup.com/via."

" Connexions is a place to view and share educational material made of small knowledge chunks called modules that can be organized as courses, books, reports, etc. Anyone may view or contribute. This innovative cross-party collaboration site was kindly brought to our attention by Dan Ranta of ConcoPhillips"

Future Changes is Stewart Mader. He wrote the book on wiki adoption, and he has led or advised enterprise-wide wiki deployments in Fortune 500 companies, universities, nonprofits, small and medium size companies.

" A freely accessible online KM Toolkit with tools to cover the following techniques: After Action Reviews, Peer Assists, Knowledge Exit Interviews, Conducting a Knowledge Audit, Storytelling amd much more."