Out of the sidings: Part II
29 Sep 2010
Arup and MTR Corporation have collaborated to design and implement a world-class knowledge and information management (K&IM) programme in the Projects Division (the Division) to aid Hong Kongs multi-project railway expansion programme. With 12 months from concept to reality and now 14 months in use, the programme is embedded in the organisations workflow and is proving itself as a valuable tool for the Division to meet its objective of excellence in project management.
Last months article set out the business imperatives for knowledge management (KM) and focused on establishing the vision, developing the requirements, and building early buy-in. This article looks at encouraging participation and collaboration.
Readers working on similar programmes will hopefully benefit from our approach to the building of active communities of practice (CoPs) and establishing knowledge sharing as part of an organisations culture.
Gurteen Knowledge: 10 Years in KM - (Not) in it for the money
22 Jun 2010
Some time ago I was chatting to a knowledge manager inside a large organisation and he told me that his organisation had a community of practice (CoP) programme that was not running well.
He asked how the organisation might incentivise the people who formed the communities as they were not engaged and were not turning up to meetings
Gurteen Knowledge: 10 Years in KM - Get specific
22 Jun 2010
Time and time again people ask me questions like how do you make people share?, or how do we get buy-in from senior management?, or even how do we share all our knowledge more widely?.
To me, these are meaningless, unanswerable questions. KM is extremely context dependent; the answer to any question depends on so many factors. Which people? What knowledge? What is the business purpose? What is the culture like? What are the barriers? Have you had a history of management adopting one fad and then another? All of these questions and more need to be answered before you can reply to what seems like a simple question.
Gurteen Knowledge: 10 Years in KM - Retrospective feature
22 Jun 2010
In a 2009 blog post1 Nancy Dixon discussed the different ways in which people conceptualise knowledge and the subsequent impact on how knowledge professionals approach their work, including the premise of the strategies that they design and implement. Within this overview of conceptualisation, she touched upon examples such as who in the organisation has useful knowledge?, how stable is knowledge over time?, and how can we tell if the knowledge is valid or trustworthy?.
Dixon concluded that if the goal of KM was to leverage the collective knowledge of an organisation, then we have been doing KM since the 1990s. It has been a steep learning curve and we still have a steep curve head of us, but we are learning as evidenced by how our thinking about our strategies for dealing with organisational knowledge has changed and evolved, she wrote.
(Not) in it for the money
25 May 2010
Some time ago I was chatting to a knowledge manager and he told me that his organisation had a community of practice (COP) programme, which was not running well.
He asked how the organisation might incentivise the people who formed the communities as they were not engaged and were not turning up to meetings.
I asked why he thought that people needed motivating in this way. Indeed, it seemed that management was already trying to incentivise people by setting them up to compete with each other in a situation where the winning team would receive a trip abroad but it was not working.
KM measurement Part III
17 Dec 2009
In the past two issues of Inside Knowledge, Robert Hoss and Art Schlussel have demonstrated how to set in place a strategy for measuring knowledge management maturity, plus provided some common metrics that can enable organisations to get started. In this final instalment, they discuss how to act on the outcomes of those metrics including some of the activities in place at the US Army.
Technology the enabler
17 Dec 2009
There is no doubt that technology and knowledge management (KM) have long been bedfellows. While it has often been easy to criticise KM practice as too technology driven, the need to manage information flow has generally ensured a place for KM practice, with technology not far behind. That need to get a handle on information has also only grown as e-communication and the internet have given employees access to often unmanageable quantities of information.
Cover feature: Measuring the state of KM
4 Nov 2009
The degree to which an organisation effectively applies the art of knowledge management (KM) creating, organising, applying and transferring knowledge to facilitate understanding and decision making is an indicator of its KM maturity. Measuring the state of KM maturity provides a baseline from which to build KM. Developing metrics that assess KM impact and value is both essential and difficult. It is a topic that has often been studied, written about and debated. However, we have found little in the way of practical methods that are easy to understand and apply. This series will provide practical ways to measure the state of an organisations KM strategy, its initiatives and their impact.
KM in healthcare innovation
30 Jun 2009
The stimulation of healthcare innovation has resulted from the reality that every organisation uses its own system of developing and performing initiatives. A lack of knowledge sharing caused an enormous overlap of subjects and types of initiative, therefore many innovations disappeared after the projects were finished, independent of their results.
Masterclass Part III: Strengthening the collaborative culture
7 May 2009
In parts one and two of this series, we described the three contexts of collaboration and talked about the role of leadership and culture in collaborative processes. In this final article we offer some specific tactics for strengthening a collaborative culture. By Shawn Callahan, Mark Schenk and Nancy White.