• KM Implementation : Asking for Help - and Providing It

    We know that cultural aspects are critical to enabling or hindering the implementation of Knowledge Management – a good example being around asking for, and offering, help. This matter is right at the heart of making KM work (or not).

  • 23 Years in KM : 3 Lessons Learned

    I first came across KM around 23 years ago. In that period half my time has been spent leading KM Implementation for organisations in different sectors (Defence, Energy & Humanitarian Aid) and half has been supporting others in the same position.

    More than once, I have been asked what my top three lessons have been. It’s been a great period of time with some successes and challenges - and I have learned a lot for sure! Follows my top 3 lessons…

  • Implementing KM: Different Sectors and Three Common Spectra to Think About

    In implementing Knowledge Management, I have worked in several different sectors including Oil & Gas, Public Sector, Humanitarian Aid, Church, Defence and Nuclear. Experience working with each has shown me where they are both the same and different regarding KM. I long ago gave up any sense that any were better or worse than the others, they are simply different with complementary roles in society – and of course organisations within the same sector can also vary hugely.

  • Knowledge Management Implementation & Engaging with Other Professions

    Implementing KM, done in a strategic way, has quite an impact on organisations. People see changes such as genuine closing of the learning loop, effective communities, individual knowledge transfer and structured & pragmatic KM Plans for projects and functions. This can cause quite a lot of energy and excitement, not just from individuals but from other professional disciplines within the organisation – this is because they all work with knowledge whether consciously or otherwise.

  • Knowledge Sharing Communities

    I have been working in KM for over 23 years and Communities (typically Communities of Practice, though variations are possible) are still amongst my favourite aspects of a learning organisation.

    They are quite hard to start up and sustain in a good way, but when they work well they add so much value for both individuals and the organisations in which they work. In simple terms, Communities allow peer practitioners within an organisation to find each other, connect, ask for help and offer advice.

    In these difficult times, as organisations adapt to the challenges from Covid 19, the potential for effective Communities made up of individuals working remotely from their colleagues is huge. What does this mean in practice?

  • Knowledge Management & Culture

    At the end of the day, KM is primarily about culture and culture change. It’s about establishing an organisational expectation and desire to professionally manage its knowledge asset. “The way we do things around here“ (as I’ve heard culture described) includes attention given to knowledge planning and the application of KM activities such as team learning processes, knowledge-sharing communities and individual knowledge transfer.

  • Managing the Collect - Connect Spectrum in Knowledge Management

    One of the things that I have learned is important in KM is awareness of the Connect – Collect spectrum; not just technically but the cultural implications too.

  • Strategic versus Tactical Knowledge Management

    In talking to organisations about KM this week, the question of strategic v tactical came up so I thought I’d re-share this post from a few years ago.

    I have heard and been involved in quite a few conversations over the years (including before my involvement in KM) along the line of “what’s the difference between strategy and tactics?”. In the early days they were interesting but they tended to be quite rambling and I was never quite sure that anyone, including me, really had the answer.

  • Patterns & Priorities in Lessons Learned - a Knowledge Management Case Study

    I thought I’d share once again a story from a few years ago. It talks about how routine organisational learning can identify patterns and priorities in Lessons Learned.

    I was providing Knowledge Management to a Humanitarian Aid Agency. Knowledge Planning was in its infancy at the time but the approach was being welcomed as a means to structure things across the Regional Desks. I was new to the sector and learning as I went – it was a steep learning curve!

  • The benefits of Knowledge Management in Bouncing Back from Covid 19

    The benefits of KM come from managing our most important asset – what we know. It’s often said that People are our greatest asset – my view is that it is true because of what they know, both individually and collectively. This is why we need people – because of what they know!

    We need peoples’ knowledge to Flow. It mustn’t sit in pools and become stagnant; it needs to flow between people, teams, projects and functions. This is what good KM achieves.

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