Flirting with disaster
1 Mar 2011
Would you consider Apple CEO Steve Jobs a failure? Maybe the biggest in the world? Probably not. But he is almost certainly someone who has failed. And because he has been prepared to fail and, more importantly, to learn lessons and understand intelligence provided from these failures, he is now one of the leading thought leaders in the world of business and leisure technology.
25 Jan 2011
Todays most successful companies are intelligent companies. Such organisations bring together and align knowledge management (KM) with other functions, such as enterprise performance management, business intelligence, analytics, management reporting and strategic decision making to generate real competitive advantage. They continuously collect and use the best available data to inform evidence-based decision making.
This makes a lot of sense, as each of these functions manages data and information with the ultimate aim of improving company intelligence and performance. Organisations like Google, Tesco, or eBay understand that there is only one reason why they are collecting, storing or reporting anything: to perform better.
Intelligent organisations: Inflection point
25 Jan 2011
There is a spectre haunting every major organisation. With every new e-mail saved and every new duplicated business record, the organisational knowledge system nears a point of fundamental change. The next year will see the next step towards a major information overload crisis for a number of ill-prepared organisations. Some will respond to the challenge; others will be taken down by it. This point could be a revelation or a collapse this is the inflection point.
Book Review: The Intelligent Company
24 Jan 2011
Using the exponential growth in organisational information and data volumes as a backdrop, the latest book from Bernard Marr, author of the bestselling titles, Managing and Delivering Performance and Strategic Performance Management, promises five steps to success using evidence-based management principles.
Tough times ahead?
1 Dec 2010
Public sector knowledge and information management has some good stories to tell but right now its main concerns are about politics and finance. Delegates at Arks recent KM in the Public Sector 2010 conference shared a wide range of experiences and discussed the latest thinking and activities in their organisations, but they were also very aware that the Spending Review (SR2010) was only three weeks away. And a number of familiar and long-running KM issues remained firmly in the spotlight as effective ways of dealing with public sector cuts and changes.
10 Nov 2010
Most organisations have applied change management techniques to their business model and continue to develop an ongoing process in response to an increasing demand for change. Organisations have also become adept at recognising the emerging requirement to change, managing successful change within their business and staying vigilant for the next requirement to implement change.
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.
26 May 2010
Organisations face a range of threats, including information risks to business assets, so are therefore seeking to mitigate risk and deliver value in the face of such threats during turbulent economic times. At the same time, every organisation has a vision and objectives that it needs to deliver in the face of such issues.
Information is the currency of the modern organisation. It should be valued and managed as carefully as any other corporate resource. But what happens if the value of information is not recognised by the organisation? What if the risks and threats arising from the poor management of information are dismissed as unimportant? What risk does this present to successful service delivery?
Case study: Norton Rose
15 Sep 2009
I was recently tasked with a project and given the brief we want you to implement a WCMS [web content management system] and redesign the intranet to make it work for us. My initial response was to think what a great opportunity to do what I have always wanted build a new intranet from scratch, with a user-friendly WCMS, and provide lots of user-focused dynamic content. That is the model that I believe we should aspire to, so that is what we need.