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Gurteen Knowledge: 10 Years in KM - KM 2.0 goes social 22 Jun 2010
With the advent of social tools, KM is poised to undergo a transformation. I’d like to take a brief look at what is going on.
In the early days, KM was primarily about capturing all the messy unstructured information in an organisation; making it searchable and easily accessible to employees. It’s still what most companies mean when they talk about KM – so much so, that many IT managers think this is all there is to KM.
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Gurteen Knowledge: 10 Years in KM - Profile 22 Jun 2010
The architect of one of the world’s most friendly knowledge website; host to online discussion forums; and author of a monthly newsletter, now in its tenth year, with a subscription list of 17,000 people in 168 countries. He is one of the world’s most respected knowledge experts. Yet he is unassuming, not ‘authoritative’ and always open to other points of view.
Before David Gurteen became all that, he logged 40 years in high technology industries as a professional software development manager. In the late 1980s he worked for Lotus Development as ‘international czar,’ responsible for ensuring that Lotus products were designed for the global marketplace.
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Gurteen Knowledge: 10 Years in KM - Implementing a knowledge café 22 Jun 2010
As organisations have responded to the tough times imposed by the global recession it would not be unrealistic to suggest that conversation has been firmly at the bottom of the business agenda. Times of financial instability, where management seek to streamline operating processes and tighten purse strings, do not create the optimal atmosphere for a quick chin wag at the water cooler, or some relaxed yet insightful discussion at a colleague’s desk. The onus is very much on getting things done as efficiently as possible and now, more than ever, is not the time for ‘fluffy bunny’ approaches to knowledge sharing and collaboration.
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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.
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Gurteen Knowledge: 10 Years in KM - Foreword 22 Jun 2010
When I first joined Inside Knowledge magazine as a bright-eyed and bushy tailed editorial assistant in 2004, I had never heard the term ‘knowledge management’. Of course, I understood the value of collaboration and knowledge sharing within successful, innovative businesses (although maybe not using that particular terminology) but I had much to learn.
Throughout my baptism of fire over the subsequent months certain names and organisations – KM trailblazers or gurus, if you like – popped up on a regular basis. One of these was David Gurteen and his work with the Gurteen Knowledge Community and his knowledge cafés.
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KMUK Awards 2010 21 Jun 2010
Hosted by the change studio’s Dillon Dhanecha, Ark’s inaugural KMUK Awards provided an opportunity to celebrate the successes of those individuals and organisations that have made outstanding contributions to knowledge management (KM) in business.
The ceremony and drinks reception was held at the end of the first day of KMUK in London’s De Vere, Canary Wharf.
Introducing proceedings, Dhanecha paid tribute to some of the ‘fantastic’ names that had appeared in the nominations, saying that “KM has come on leaps and bounds”. The awards, therefore, would set the standard for future KM initiatives – inspiring others and providing a fitting memento to the category winners.
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Half-baked? 21 Jun 2010
Knowledge management (KM) began its life in the military and private sectors in the late 1990s and quickly developed a reputation as being a strong enabler for the development of an effective organisation. In the early 2000s, it took hold in the development sector, and since the mid 2000s, the private sector has taken an interest. In many ways, the private sector needs KM. The trend for reduced budgets and greater efficiencies calls for a way of developing and exchanging improved practices, and avoiding duplication of work through collaboration. The cuts in public spending will result in knowledge loss, as older public sector workers take early retirement, – unless KM can help stem the leak. The constant cycles of government and policy change require public sector bodies to become agile learning organisations. But how well is KM doing in the public sector?
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Flying high 21 Jun 2010
The pilot project had three key objectives. First, to establish how Airbus is retaining its competitive edge through employee knowledge transfer in manufacturing engineering; second, to establish and analyse which strategic knowledge should be maintained; and, third, to establish mechanisms that will minimise the loss of strategic knowledge in a structured and efficient manner.
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Masterclass: Spinning the web 21 Jun 2010
Is your company’s 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 don’t match up with the other areas of the business. This is likely due to the lack of an online strategy.
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10.

Information risk 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?
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