1 Jun 2011
Stena has migrated the web content management systems of four of its customer facing websites over to SharePoint 2010.
24 Jan 2011
The KM concepts series takes best practices from knowledge management (KM) and applies them to enterprise-wide solutions. What we refer to as KM is really fundamental business practices with an emphasis on building efficiencies, creating consistencies and mitigating risk. In the current business climate, centralising key processes to ensure that professionals have access to codified information and tacit knowledge goes beyond a vertical in a company it is pervasive across the enterprise. As KM professionals, we need to use KM as leverage to the bottom line and achieving goals.
The real game begins
10 Nov 2010
A new generation of semantic web tools, search engines and search engine optimisers (SEOs) have waded into these new oceans of social media data with their own commercial agendas and secret algorithms promising to produce meaningful infocologies from the info-chaos. Even the most fervent believers in this great semantic technology research project would not deny that its a big one and a very expensive one, too. They would also have to admit that its realisation will take an unquantifiably long time and that currently there is no proof that the technology will work, when scaled up to internet size.
The thing about all varieties of social media is that it is the creation of the intelligence of its users who are learning how to write, to record and to curate themselves and have as a result created what could already be the worlds greatest knowledge resource. Everybody agrees that the name of the game is to find ways of tapping into the flow of social media data in order to extract meaning and intelligence.
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.
The last word
25 Aug 2010
Talking to each other using e-mail, instant messaging or social networking has become quite the routine for us. Its a safe environment for communicating and its powerful too. The Facebook-based campaign to prevent the 2009 X Factor winner Joe McElderry from topping the UK singles chart is a great example. The previous four winners had gone straight to number one at Christmas, but after capturing the hearts of users of the social networking site, the creators of the campaign were successful in their their bid to get Rage Against The Machine to the top of the chart.
Case study: Arup and MTR Corporation
25 Aug 2010
The MTR Corporation operates Hong Kongs MTR railway network, which is regarded as one of the worlds leading public transit systems. Carrying an average of more than four million passengers every day, its system comprises over 200 kilometres of railway across nine lines covering Hong Kong Island, Kowloon and the New Territories.
A rail merger in late 2007 brought the railway operations and employee populations of the MTR Corporation and Kowloon-Canton Railway Corporation under a single management structure with MTR Corporation (the Corporation). At the same time, the Government of Hong Kong gave the green light for the Corporation to undertake a significant multi-project expansion programme to extend the network by more than 25 per cent, with an additional 56 kilometres of railway. This was an unprecedented expansion in terms of scale, complexity and cost.
Supply and demand
22 Jun 2010
In the last edition, I wrote a flowery article about two cultural hindrances to the flow of knowledge. First we looked at tall poppy syndrome where people are reluctant to share for fear of getting cut down by their peers. Then we explored shrinking violet syndrome, where people are overcome by a sense of corporate humility, and dont believe that they have anything worthwhile to share with others.
But what if we could nurture our organisational garden such that the poppies felt safe to grow and the violets stopped shrinking and started flourishing? Would that solve our knowledge-sharing problems?
Masterclass: Spinning the web
21 Jun 2010
Is your companys website merely an after-thought? Is it always playing catch-up or is out of sync with the rest of the organisation? Despite it being the first port of call for most audiences, does it still receive a meagre budget compared to other areas?
These are all typical scenarios for many websites and quite a few organisations still position their website and the associated budget for it too far down the list of priorities. While it is recognised that the intranet or internet sites now play an important role in communications, customer and employee servicing and moving work online, somehow they often dont match up with the other areas of the business. This is likely due to the lack of an online strategy.
26 May 2010
Once upon a time, I used to tell the tale of Stan, the go-to man as a witty, too-simple example of the applications and benefits of knowledge management (KM). Stan is an everyman, who Id describe as having been with his company for many years and who is regularly sought out when people needed answers or help with some critical project, even though he has responsibilities which have nothing to do with being a human wiki.
Challenging preconceptions: British American Tobacco
9 Apr 2010
The potential of KM was first explored at British American Tobacco back in 2000, by an internal division aptly named Imagine Evolution. Its brief was to investigate new working practices as the internet at that time was starting to have an effect on business, but the possibilities for collaboration had yet to be fully understood.
Aware of KMs promise to help smart organisations to learn collectively from their successes and failures through online collaboration tools and cognisant of British Petroleums approach to such tools as outlined by Chris Collison and Geoff Parcell in their book Learning to Fly Imagine Evolution was soon preaching the gospel of learning before, during and after, running retrospects and after-action reviews and publishing knowledge assets in specially designed intranet applications.