Tag Archives: Change Management

Knowledge vs. Learning vs. Information vs. transfer

I just recently received an email about disaster preparedness, it contained a scan of a document that the person who sent it to me had received. What does this have to do with KM? Nothing and everything. The point the person who sent me the scanned document was making was that he had received this document in the middle of summer, while people were away on vacation, it was poorly produced, there didn’t seem to be an electronic version available, and he believed that if any of these floods, fires, earthquakes etc. ever happened (or maybe that should be when they happen), he wouldn’t be able to remember the information in the document (which was about 10 pages long), and if he remembered that he had received this document, he wouldn’t be able to find it again. Again, so what you say? What does this have to do with KM or learning or information or anything at all? Well, if we are doing knowledge management, or learning management or information management we need to be concerned about how knowledge/information gets transferred and shared. How do the users want to receive it? What is their environment like? What circumstances will they be … Continue reading

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The Second KM Silver Bullet: One isn’t enough

As a friend of mine pointed out, it’s not enough to just create a strategy, it’s about the execution of that strategy. And he’s right, strategies can sit on shelves, certainly I have had more than one client, that for various reasons did not implement the strategy we had developed together. So what does it take to successfully implement a KM strategy? A bunch of things, senior management buy-in and budget among them, but I would argue the most critical component, and the one that my friend posited, is Change Management. There are many good books on Change Management by authors such as Peter Senge and John P. Kotter, to name two of my favourites. But what it all boils down to for me, is communication. Not just some manager decreeing, “thou shalt do knowledge management,” but a real conversation between the KM team and the rest of the organization. What do they need to be able to be effective in their jobs? How can the KM team help them? What do the users of the KM activities need to know about how to use the technology and the processes? What will aid them in their decision making and other … Continue reading

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Notes from KM Legal Europe January 2015

I attended KM Legal Europe last week in Amsterdam; I enjoyed the conference very much. I got to talk with many of the speakers and attendees and learn more about what the law firms and corporate legal departments in Europe are doing in the KM space. I was impressed by their thoughtfulness and recognition of the fact that KM can bring them efficiencies and effectiveness as well as innovations and competitive advantage. They were a passionate group of practitioners. While KM in law tends to focus on documented knowledge because of the nature of the sector and the need to track matters and precedents, there were discussions of lessons learned and sharing tacit knowledge too. One of the things that (pleasantly) surprised me, was the discussion of automated document creation, when I have spoken with other organizations (not just law firms) about this technology they haven’t even known what it was, so to sit in a room where many were enthusiastic users was refreshing. Other things that I found refreshing were the discussion of continuous improvement, six sigma, and process re-engineering. Again, all things that utilize an organization’s knowledge and especially, at least in my mind, the use of lessons … Continue reading

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Published: Designing a Successful KM Strategy

Advance copies of our book, Designing a Successful KM Strategy are now available from our publisher, Information Today, Inc. It will officially be published in mid-January, so if you buy it before that, you get 40% of the regular price. I did a workshop based on the book at KM World, on Nov 4th, that was well received, as well as a couple of book signings–it was great to talk to everyone about the book and how it can help them regardless of whether they are just starting with KM or at a point where they are re-evaluating their strategy after implementing KM for a few years. Information Today has also made a chapter available for preview, you can access it here http://books.infotoday.com/books/Designing-a-Successful-KM-Strategy/Making-the-Case-for-a-Knowledge-Management-Strategy.pdf Nick (my co-author) also has some helpful links up over on his blog at http://www.nickmilton.com/p/blog-page.html I hope you enjoy it. Be sure to get in touch if you have any comments or questions.  

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Webinars–Aligning People, Process and Technology in Knowledge Management

The following is a list of webinars that I presented over the last couple of months, with a link (click on the name of the webinar) to the recording. The webinars are based on my Ark Group Report, from May 2011, Aligning People, Process and Technology in Knowledge Management. Please feel free to contact me if you have any questions. Date Title Abstract June 4, 2013 KM Technologies There are many types of technologies that can be used to support a KM program; many of them overlap which makes it difficult to pick the right one. Case studies of organizations that picked both the right and wrong technology will be discussed. June 18, 2013 Knowledge Management Risks The common risks encountered in implementing a knowledge management program and what can be done to mitigate them are discussed. Case studies of organizations that both ignored and paid attention to the risks will be examined. July 2, 2013 Aligning KM with Business The key to success with technology is taking a balanced approach, considering people, process, and technology. By understanding people, and processes, the appropriate supporting technology can be selected and implemented. Case studies of organizations that both ignored and paid attention to … Continue reading

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Two up-coming webinars

The first webinar: Please register for KM Roadmap Process on Jul 23, 2013 12:00 PM EDT at: https://attendee.gotowebinar.com/register/4565180326538419712 The process for determining supporting knowledge management technology is outlined in this webinar. The steps start with collecting organizational requirements and move through analyzing and resolving these to select the technology. Then moving on to designing and developing the technology platform, and testing the actual implementation. Finally, there is a discussion of the use and evolution the technology platform. After registering, you will receive a confirmation email containing information about joining the webinar. The second webinar: Please register for Requirements for KM Success on Jul 30, 2013 12:00 PM EDT at: https://attendee.gotowebinar.com/register/5591863602625495808 What are the requirements for KM success? Considering people, process and technology are key as is the roadmap process discussed in the fourth webinar, but what else is a vital part of success? Case studies of organizations that both ignored and paid attention to the requirements for success will be examined. After registering, you will receive a confirmation email containing information about joining the webinar. Brought to you by GoToWebinar® Webinars Made Easy®

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Collaboration versus Command and Control

This post is about differing management styles and approaches to not just knowledge management but to business and ultimately life. Do we believe there is a limited “pie” and so we need to compete and create hierarchies to control it (whatever “it” is in our own particular case) or do we believe in working together to make the pie bigger and be content with our own slice of pie, however big or small that may be? As a small business person, I am not particularly interested in growing my business to be bigger than it is. I like doing consulting and giving focused, specialized service to my clients, I don’t need, nor do I want to grow my business to 25, 50, 100 or more people, I wouldn’t be able to do what I like to do in those scenarios. If a client or potential client wants services that I don’t offer, say development work for a particular software platform, I am perfectly willing to refer them to someone I know who specializes in that work rather than do it myself, or hire someone to work for me to do it for the client. In my KM practice I often … Continue reading

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Topics and Trends from KM World 2012

I attended KM World 2012 in Washington, DC last month, for the first time since 2006 (when it was still in San Jose, California). Let me first just say that I enjoyed the new location very much, not just because it’s a much shorter flight for me, but it seemed more intimate–easier to meet and talk to people and find my way around. I did miss being able to visit all my friends in the Bay Area, but I will get out there again. Okay, so on to what I learned and observed at KM World 2012… I think one of the big things I observed was a shift away from all the talk of technology, don’t get me wrong, people still talked tech, but I found less of an emphasis on it this year and much more emphasis on the value of the network, i.e. the people-to-people connections. Certainly any of us who have been doing KM for a while know that this is the case, that technology just enables and supports the activities of the network, but for most of the last 15-20 years we have had to fight against the idea that technology was the silver bullet … Continue reading

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Aligning People, Process and Technology in KM, published

Ark Group has published my report, Aligning People, Process and Technology in KM. The Executive Summary and a sample chapter are on their website https://www.ark-group.com/product/aligning-people-process-and-technology-knowledge-management#.VnpHtpMrLq0

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Succeeding at Change in a Knowledge Worker World

The only thing that is certain is death and taxes…and change. Many organizations spend thousands of dollars on knowledge management technology solutions, focusing on the technology, because the technology is easy to focus on, it’s visible: buying the servers, installing the software, testing it, releasing it, those are activities that are very visible. Involving stakeholders in the software selection process, understanding what helps versus what hinders them in their performance, providing training, communicating, these are invisible, “soft” activities. Soft-skills/activities are often ignored, or down-played in organizations, sometimes it’s because of cost, sometimes it’s a lack of understanding of their importance, sometimes because there’s “no time.” Projects fail because of this lack of attention to soft-skills, especially Knowledge Management projects. With Knowledge Management projects knowledge workers have already found a way to get their jobs done, it may not be the most efficient and effective way to get it done, but they get it done, that’s who they are. They may miss opportunities to share and leverage other people’s experience or create something new because they didn’t know there was a possibility to share/leverage/create, but they get their job done. In implementing a Knowledge Management project knowledge workers are being asked … Continue reading

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