Inside Knowledge Magazine /Knowledge Management Magazine Archive
Volume 3 Issue 1
Breakaway Planning: 8 Big Questions to Guide Organisational Change
Mikko Arevuo of Principal of Delta Strategies Ltd. reviews the new book by Paul Levesque.
(Publisher: AMACOM, New York, 1998 Pp. 258)
Business Driven Research and Development, Managing Knowledge to Create Wealth
Book review by Patterson Shafer, Senior Consultant of Prescients. Norwalk, CT USA
Author: Dr. Ashok Ganguly
Publisher: Macmillan Press, London 1999
ISBN: 0333 77650
Chaos: ... the forbidden fruit?
This article address the issue of complexity in knowledge management. We, as human beings cannot give into the temptation of adding fuel to the fire of chaos in the technology revolution. The driving force behind KM activities to date has been quality and productivity management. It is Thomas Stoughs opinion that the driving force of KM should be a simplified form of communication using available PC and networking technologies.
Does anyone remember Hypertext? Been there... done that....
Learning from loopholes
Fraud cannot thrive in an environment of proactive knowledge sharing, where patterns of data reveal and close off all potential backdoors to deception. In this article, Sue Colling shows how effective knowledge sharing and consistent data collection continually stamps out this unneeded visitor to the world of benefit claims.
Meeting customer expectations
Knowledge management has historically maintained an inward focus, battling to help a companys employees relate to each other better with the help of diverse new technologies. But what about the customer? Mining their intangible assets is as important as nurturing the knowledge of an employee. Here, Angus Hearmon discusses an approach to integrating knowledge management techniques into the heart of customer service.
Technology to support Knowledge Management must access relevant information, and help make sense of it. This is particularly important when a huge amount of information is available from multiple, disparate sources, including unstructured documents and images, as well as structured databases. In this article Ramana Rao and Ralph Sprague, Jr describe two underlying technologies that support Knowledge Work i.e. Information Visualisation and Knowledge Extraction.
TransCanada and NOVA Corporation recently completed one of the largest mergers in Canadian history, creating a new TransCanada with over $26 billion CDN in assets. Such an event creates unique opportunities to improve company performance, and many of these appear to be in areas of knowledge management (KM) practice. Anyone who has gone through a merger can attest that such improvements are not easily achieved. In a post merger environment, management must address the dual challenge of stringent economics and uncertainties surrounding the integration of differing corporate cultures. Carl Calantone and Dave Hawkins look at some issues they needed to address in this situation of flux.
Vital for a vision, Corporate transformation
Evangelists within companies will make the difference in changing out of date behaviours and encouraging knowledge sharing. They are intuitive dynamic people who see beyond the red tape and existing cultures to a different and better future of communication. Jane Sheridan is the dedicated resource within Caltex Corporation, and here she shares her insights about the needs and changes within the company.
Your Say, The rise and role of the Knowledge Manager
Knowledge Managers... they are often seen as corporate crusaders who battles with red tape and old traditions to harness the illusive intangible asset: knowledge
This unusual role has developed over the years to take on more and more responsibility for the underlying brain of an organisation. Dysfunctional processes are diagnosed and the Knowledge Manager attempts to unite people to form better relationships and knowledge flow. But do you need a degree in psychiatry to be a Knowledge Manager? In this months Your Say, contributors look at their roles and the most important skills for the job.