Inside Knowledge Magazine /Knowledge Management Magazine Archive
Volume 3 Issue 2
Communities of practice
It is only natural for communities of to spring up in all dimensions of human interaction: from government units to clubs for people of like minds. They also appear unintentionally within a company: people congregate when certain similar issues develop, or projects need group support etc. Here, Anne Jubert explains how Siemens Knowledge Management is focused on actively creating, encouraging and supporting communities of practice through leadership, expertise, and a variety of supporting roles and processes.
JIT Knowledge: Creating a Demand Based Enterprise Knowledge System
In building Enterprise Wide Knowledge Systems, organisations must have a broader vision. Knowledge Systems today are designed around the creators of knowledge assets and have processes that focus on transferring knowledge from those who have to the have nots. This is a supply based approach to knowledge management. In this article, James Regan challenges organisations to apply the fundamentals of process and system design by starting with the customer to create a demand driven knowledge system that delivers required knowledge just in time.
Leveraging the dimensions of K: Knowledge Engineering for Web Based Knowledge Management
What constrains your company success: experts burdened with mundane tasks rather than innovating or seeking new business: too many engineers spending precious time just troubleshooting? Some knowledge engineering detective work may be just what you require. Here, Mark Hammersley and colleagues explain how two University graduates work within Rolls Royce Plc to do just what the phrase implies: apply engineering principles to the design of structures of knowledge. Just as a civil engineer forms a road or building from the earths elements, so does a knowledge engineer form systems from raw knowledge.
Mapping and tracking K
In this case study, Rachel Deakin and Ken Pratt describe BG Technologys three generation model of knowledge management. A varied choice of methods, from knowledge banking and Communites of Practice to intranet usage and document management track and provide intuitive grid references to company knowledge.
These supports increase efficiency and effectiveness (doing things better) and map a path towards an innovative future (doing better things).
Reference Cycles and Human Intervention
In the first article of this months focus on Customer Relationship Management, Patti Anklam describes the Compaq distillation process, where customer service relationships and experiences are recorded and distilled through a Reference Management process. Here, the essence of knowledge underlying the babel of human dialogue can be captured. Sales reps, customer service employees etc. no longer have to keep reinventing the wheel, and customers receive the just in time knowledge they demand.
With the advent of fingertip information via the Internet, customers now demand JIT knowledge too. Mere reputation can no longer outlast immediate service when the aware consumer can easily know more than the customer service employee . It is time to focus on knowledge that companies can bring to the customer. This months Your Say looks at what KM can do for customer relationship management.