Volume 14 Issue 9
Although Iím no longer in the same office, I know that the
The conference itself will have been and gone by time many of you read this, so I hope that you will have found the event informative and exciting. As well as the fact that the producers have a knack for attracting those who we would affectionately refer to as KM heavyweights, the event just has a great energy. And itís always a fantastic opportunity to catch up with old friends and meet new faces.
And that is the beauty of KM Ė and ultimately why it has survived its own demise, in the eyes of many. There is a good balance between old hands and newbies, bolstered by a plethora of shiny new technological tools, which make the job so much easier.
Some people may not be 100 per cent on the case with social media yet, but theyíre more than likely to be all over the cultural side of things Ė from an individual and organisational perspective.
It will be interesting to see what has changed since KMUK 2010 and how the KM landscape develops from this yearís conference over the coming 12 months. Iím sure that youíll all be involved in the evolution.
Moving on, quite literally, after seven years with Ark Group (now
Learning from the edge
Knowledge professionals must be strategic to their businesses or face extinction. Thats the current mantra. But what do strategically significant leaders require to thrive in todays volatile, uncertain, complex, and ambiguous (VUCA) world? Who are the role models KM professionals can learn from? From my experience those who have operated at senior leaderships levels in the elite Special Forces represent the benchmark.
KM is dead!
Ask yourself, why does KM exist in the first place? You will probably arrive at the conclusion that it is in response to the demands of the knowledge economy, one that drives knowledge intensive organisations to adapt and to become more dynamic. What is it that enables the dynamic capability of a knowledge intensive organisation?
White spots and black holes
Even big multi-nationals are no longer capable of retaining all the internal expertise they require. The increasing popularity of flexible working, virtual teams and collaborative working also present their own challenges. Knowledge economy is the talk of the town but few know what it really is, how it affects their organisation, or whether it is a necessity. Perhaps it is an intermediate result, rather than a real objective.
The organisations information quality journey began in 2002 when Russo began tracking error rates in the data that Tele-Tech Services provides to its customers to see if they could actually measure accuracy rather than just claiming it. The initial findings were good, with accuracy rates (calculated from the number of errors detected by the quality control process divided by the number of files) running at 99.75 per cent.
A few years back, I was discussing knowledge management (KM) with a knowledge manager I knew. I explained how difficult it was, at a practical level, to separate knowledge from information. In any form of document, information and explicit knowledge are intertwined and it makes no useful sense to try to distinguish the two.