Blog

  • Effective Communications in Knowledge Management Implementation

    A colleague recently pointed out that I have implemented KM in organisations within three different sectors (humanitarian aid, energy and defence engineering) and asked what my single most common learning was. (All three implementations, applying change management principles, brought sustained change and each took 3 – 4 years).

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  • Achieving Knowledge Flow - The Performance Aspect of KM

    A couple of days I go was watching the old movie “The First of the Few” which told the story of R.J. Mitchells’s development of the Spitfire fighter plane starring Leslie Howard as Mitchell and David Niven as his exuberant test pilot. The film is old, black and white and tells quite a story.

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  • Knowledge Management: Building the Bridge while Crossing It

    Some time ago I was invited to lead KM implementation at an Oil & Gas Major Projects Contractor. Strategic KM is about taking a holistic approach that is a blend of roles, process, technology and governance – supported by very effective communications to deliver the change in outlooks required. Crucially, it also requires a great deal of piloting to find out and tailor what works...

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  • Authentically Learning Lessons

    A challenge for any organisation is authentically learning from experience, both good and bad. A significant part of the challenge often comes from culture, though there are process and role aspects too. Thought I’d share some thoughts from experience in a range of organisations in this, as usual comments / advice welcome thank you – I find you never stop learning in this area!

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  • KM & Artificial Intelligence (again)

    Further to my last missive, I am continuing to learn about this whole area. I recently visited some AI experts who have been developing some very powerful software that can do some amazing things with data (numbers, text and images). I wasn’t too sure whether to be really impressed or a little bit scared of the future.

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  • KM & Artificial Intelligence

    Artificial Intelligence (AI) and Machine Learning (ML) have been on my mind a lot of late. A few weeks ago I was on a website and a photo of a person appeared asking if I wanted to chat. I asked them if they were real or a Bot and there was no response. To this day I don’t know if it was a real person or a Bot, probably the latter.

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  • KM Baseline Assessment

    This topic has come up a couple of times in the last week or two, thought I’d share some thoughts on it.

    Quite often when early talking to organisations I find that they are already doing some KM, even if it’s not called that. An up-front Baseline Assessment can help to reveal this including where the same processes or activities are called different things, and of course where any key gaps in KM are.

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  • 20 Years in KM: Three Lessons Learned

    I first came across KM almost exactly 20 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.

    I was asked recently what my top three lessons have been. It’s been a great couple of decades, not always easy and with both successes and challenges - and I have learned a lot for sure!

    Follows my top 3 lessons…

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  • KM: Three Sectors & Three Spectra

    The last couple of weeks have seen meetings to discuss KM that were, separately, Public Sector, Private Sector and Academic focused. Past and current experience working with each sector has helped to remind 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 – and of course organisations within the same sector can also vary hugely.

    These meetings threw up conversations around three spectrums / spectra (I gather both plural forms are valid!) that are relevant to implementing KM, including the culture change around it

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  • KM: Engaging with Other Professions

    Implementing KM, done in a strategic way, has quite an impact on organisations. People see changes such as team learning processes, 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 – this is because they all work with knowledge whether consciously or otherwise.

    KM needs to reach out to these other disciplines and build relationships with them in a proactive way.

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