Tag Archives: Knowledge Management

Serious KM Game article published

Just in case you missed it in my social media activities, the World Journal of Science, Technology and Sustainable Development has published my article about Knoco’s Bird Island. The article is called, “Serious game: Knoco’s Bird Island, making the point for KM” and will be published this spring, but is already available online, http://linkis.com/emeraldinsight.com/ijdJ4 I am in the process of setting up a session to do with the KM Meetup Group here in Berlin and a virtual session with the KM group in Toronto that I used to co-facilitate with Connie Crosby and Martin Cleaver. Both sessions will happen in May 2017. If you have any questions about it, would like to participate in one of the upcoming sessions or have something specially set-up for your organization, don’t hesitate to get in touch.

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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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Does Knowledge Management Really Make a Difference?

Yes, I still get this question or some variation on it, even though there are lots of case studies and examples of knowledge management activities having a significant impact on the results of an organization. The quickest and often the easiest way of winning over sceptics is by having the opportunity to do Knoco’s Bird Island workshop (http://www.knoco.com/bird-island.htm), I have seen more “light bulbs” come on for people in doing this 2-hour workshop than I ever would have believed. I don’t want to give  away any of the surprise, but by using three different KM processes (After Action Reviews, Peer Assists, and Best Practice sharing) results of the activity go from abysmal to unbelievable, increasing  an average of 260%. Even if you want to continue to be sceptical of the results that making better use of your organization’s knowledge can have and you think you can only attain a fraction of this, 10% of the result demonstrated in the workshop is still 26%. Isn’t that worth at least giving it a try?

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Knowledge Management and Finance/Accounting

Some of you, who know me, will know that I started out my career in accounting; I have an undergraduate degree in accounting and was going to be a Chartered Accountant. This is also how I got my start in KM, although it wasn’t called KM then, it was just how you worked—checklists and reusing last year’s files, talking to the staff who had worked on the audit/tax last year. If you had worked on the engagement the year before you were expected to be quicker in the subsequent year(s) because you were familiar with the client and the file. 15+ years into my knowledge management career, I still run into organizations that think that in order to help them better manage their knowledge that I have to be a specialist in whatever their content is, e.g. if it’s a law firm, I have to be a lawyer, if it’s a manufacturer I have to be an engineer, if it’s a hospital I have to be a doctor or a nurse or some other medical professional. This isn’t always true, there are lots of organizations that understand that KM is a series of processes and activities, largely independent of the … Continue reading

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Importance of a KM Strategy

Why do I need a knowledge management strategy? Why can’t I just implement some technology and be done with it? Why can’t I just implement Communities of Practice or Lessons Learned and be done with it? I hear this sometimes from managers who want a quick fix, who are under a lot of pressure from time and resources (money and people). The answer is, you can. I have worked with many organizations that have done just that, jumped in with both feet and “just done something”. I am usually there to fix it. Fix the technology because no one understood what it really needed to do to support knowledge work within the organization; fix the process because no one understands it and it’s not aligned with the rest of the activities in the organization and it’s created extra work for already over-worked staff. Why do you need a strategy? Would you jump in the car and set out on a journey of 5000km/3000miles without having some idea of where you were going and how you going to get there? Making sure that you had selected the right vehicle to get you there in time and a map to help direct you … Continue reading

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January 2016: The Story so Far, KM and Creativity

[Note: I originally wrote this article for the International Atomic Energy Agency’s Nuclear Knowledge Management wiki, which can be accessed here: http://wiki-nkm.iaea.org/wiki/index.php/The_IAEA_Wiki_on_Nuclear_Knowledge_Management] Creativity and Knowledge Management Introduction, definitions, background Knowledge management and creativity would seem to be two completely different ideas and disciplines, but in fact they can and do enable and enrich each other and in the process of doing that enhance innovation. Knowledge management is defined as: the process of capturing, developing, sharing, and effectively using organizational knowledge. It refers to a multi-disciplinary approach to achieving organizational objectives by making the best use of knowledge. Creativity is defined as: the ability to transcend traditional ideas, rules, patterns, relationships, or the like, and to create meaningful new ideas, forms, methods, interpretations, etc.; originality, progressiveness, or imagination: the need for creativity in modern industry; creativity in the performing arts. Another definition says that creativity is the reorganization of experience into new configurations: a function of knowledge, imagination, and evaluation. Innovation is defined as: a new idea, more effective device or process, it can be viewed as the application of better solutions that meet new requirements, unarticulated needs, or existing market needs. The term innovation can be defined as something original and more … Continue reading

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KM, Continuous Improvement, Process Re-engineering, and Six-Sigma

Last week (January 28-29, 2015) I was in Amsterdam for KM Legal Europe, I provided some thoughts on that in my previous blog. Also in that blog post I mentioned that the subject of where KM fits with Continuous Improvement, Process Re-engineering, and Six-Sigma came up. We had a discussion about it, but we ran out of time and I’m not sure that we really came to any conclusions. First lets start off with some general definitions/explanations. While Continuous Improvement, Process Re-engineering, and Six-Sigma are all different activities and initiatives, and there are books and courses on each of them separately for the purposes of this blog post I am going to group them all together because for the purposes of this discussion their touch-point with KM is the same. So what are they? They are activities that have the objective of aligning organizational processes with the needs and objectives of the organization. They seek to remove inefficiencies and streamline work processes; they aim for standardization and the reduction of variability. Knowledge Management, on the other hand, is about learning and sharing, and making sure people have the knowledge they need to do their jobs. On the face of it, … Continue reading

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January 2015–KM Legal Europe

My latest blog post is actually over on the LawFirmKM webpage, check it out there http://lawfirmkm.com/km-legal-europe/

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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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Designing a Successful KM Strategy

I guess I have been busy, it’s been 6 months since my last post. One of the things that I have been busy with is finishing the book that I have co-authored with my Knoco colleague, Nick Milton. Nick and I have written and book called, “Designing a Successful KM Strategy,” it’s being published by Information Today, Inc. Advance copies will be available at KM World, where I will be doing a workshop based on the book (Workshop W4) and a book signing. I’ll post a link to their website once it’s available for order. Also, I’m doing a second workshop at KM World called, “W14: Sparking Innovation: Creative KM,” in case any of you are interested in that.

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