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Probably not new to the Km "old timers", but if you haven't come across the SECI model that was developed by Ikujiro Nonaka and Hirotaka Takeuchi in 1996, then worth a read. devised the SECI model in 1996. Often referred to as the "knowledge spiral," SECI stands for Socialization, Externalization, Combination and Internalization, and is heavily featured in the KM Institute's "Knowledge Manager Certification" programme.

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

This is a knowledge management site covering the theories, frameworks, models, tools, and supporting disciplines that are relevant to both the student and the practitioner.

Interesting read, but misses the 2 key factors: Lack of 'embedding knowledge sharing in the day to day business process instead of separate from it and the 'KM' title itself . If you have to explain it to a manager or engineer etc, you have a problem.

Simplify the big data conversation within your organization. Here are 10 priorities to get you started.

"When we had a Management Buy-in Sig within KIN, they used the Action Learning approach to MBI in their own organisations, their completed templates can be found by following his link. This gives a good indication of how these templates can be used in practice and may be of some value to those exploring this approach for the first time."

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.

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

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

"The Time and Bits: Managing Digital Continuity meeting held at the Getty Center on Feb 8-10, 01998 produced some remarkable insights into the future uses of digital technologies and their impact on the documentation of cultural heritage (see press clippings for summary detail). We will be posting transcripts, images, and video clips from the meeting here in coming days. If you are interested in registering to take part in on-line discussions please do so at the Time & Bits Discussion section of this site."

"Ban social media as a distraction? No, it boosts productivity" Any manager who thinks staff should be banned from using social media at work is seriously misguided and could be doing grave damage to the business.