denotes premium content | May 23 2013 Inside Knowledge Magazine /Knowledge Management Magazine Archive
Volume 2 Issue 7
Features
A son of BPR?
Those that use the hype of knowledge management to repackage their public image could force knowledge management towards the same fate as Business Process Reengineering if companies do have the foresight to see beyond just jargon. In the first of three articles, Professor Amin Rajan examines the real impact of this movement on corporate survival within the market place.
Creating a World Trade of Ideas: A Global Knowledge Innovation Infrastructure
The prosperity of individuals, enterprises and nations relies upon knowledge as the resource and innovation as the process. If knowledge is the modern asset, the most precious resource of the 21st century, perhaps there is a need to create a knowledge innovation infrastructure for the World Trade of ideas. In the article David Skyrme and Debra Amidon outline the opportunity to create such an infrastructure, the Global knowledge innovation infrastructure (GKII).
Exploring Knowledge Frontiers: From information to innovation
Knowledge management must be more than just a glorified filing cabinet to lead to innovation. Knowledge is the essential link between information and innovation; capturing knowledge lies in the relationships forged from new connections. In this article, Patterson Shafer brings together the thoughts of knowledge management professionals who recently spoke at a benchmarking presentation in the IBM Watson research Centre, New York.
Innovating: The Core Knowledge Competence
Knowledge management in stasis is a complete paradox. In order to keep the influence of successful KM moving, according to Victor Newman, a balance between knowledge management and knowledge development is required . There is no perfect formula for dynamic and creative communication which leads to powerful innovation; the only solution can be constant flux where formulae for success are reinvented in accordance with the passage of time.
Innovation and Knowledge Creation: The real value behind the concept of Knowledge Management
Knowledge Management is increasingly on management agendas in a variety of forms, and has principally focused on capturing, sharing and codifying knowledge; often with a heavy emphasis on the design of IT systems to hold the knowledge captured. Here, Terry Finerty argues that the value of Knowledge Management lies in a focus primarily on learning and innovation, or the creation and application of new knowledge. It is only once knowledge is created that there is value in sharing. When companies put the creation of knowledge, or intellectual capital explicitly on their agenda, innovation becomes a core to successful strategy.
Knowledge Management, a foreign concept?
As Jon Goldberg shows, even some of the oldest traditions use a communication system that works effectively without the need for any supporting technology. Investment in technology is fair enough if companies want to keep up with the inevitable force of change, but as this article shows, KM success really lies in investment in the individual.
Plumbing knowledge for innovation
Knowledge Management, having got off to a promising start, now seems to be suffering a backlash. Its central ideas are attractive, but the core question what is knowledge? presents an obstacle to many people. They feel they cannot manage what they do not understand. Presenting concepts like tacit knowledge, or intellectual capital is not immediately helpful. It is time to rethink how we articulate what knowledge management offers. In this article Geoff Smith suggests an innovative approach to explaining knowledge thinking, a view which is hopefully more accessible but also complements what has gone before. And in seeing the Knowledge Management story from a different perspective, we examine ways in which innovation itself can be fostered and encouraged.
