Inside Knowledge Magazine /Knowledge Management Magazine Archive
Volume 9 Issue 4
When the baton of leadership is passed from one person to another it is always a good time to look back, to reflect and to ask, how have we been doing? The question is a serious one. Magazines exist to provide thoughtful, engaging and useful material for readers, not to employ the otherwise unemployable (ie: journalists).
And there is probably no other magazine in the world that focuses as closely and as exclusively on the practice of knowledge management as Inside Knowledge (IK) and we intend to keep it that way.
In part, that is because as a subscription-only magazine, there is little temptation to chase advertising revenue that would take it away from the core subject. Equally important is IKís dedication to carrying case studies and stories from users, many of whom are also IK readers.
It is, after all, the practitioners in the field that have most to teach about the theory and practice of knowledge management, and there is no better way to learn than through knowledge sharing. We want IK to be the magazine in which the best stories are told and the first place users and practitioners look for information about the latest developments, case studies and advice.
So, what have you been up to? IK is always on the look out for high-quality case studies, masterclass and other articles. As a subscriber, you have first refusal on the contribution of case studies and other article ideas.
Is you organisation embarking on an innovative knowledge management project? How are you coping with compliance? Have you had a portal nightmare with a happy ending? Your experiences are the life-blood of IK, so if you are interested in contributing an article or opinion column e-mail me at email@example.com. In the meantime, best wishes for a happy Christmas and a prosperous new year from all at IK.
Cover story: Capture and re-use
The subject of knowledge capture and re-use has always created tension in the knowledge-management (KM) community because it carries visions of IT-driven knowledge repositories, choking with documents that are difficult to find and lacking in relevance to the searcher. Hewlett-Packard, however, may have cracked it. Jerry Ash reports.
The wiki a web or intranet site editable by its users may seem radical. But more and more organisations are considering wikis as a means of making their sites more up-to-date and relevant. By Jessica Twentyman.
Trend tracker: Collaboration suites
The rise of suites of collaboration software tools over the past few years implies that collaboration has become a fully integrated set of activities. But this may not always be the case, argues Ovum's Chris Harris-Jones.
Thought leader: The lost art of strategic KM
All strategies are ultimately knowledge strategies. Make sure that the knowledge you use to build your strategic choices is still current, argues Victor Newman.
The knowledge: Victoria Ward
Mixing sharp analytical skills and business acumen with a keen cultural understanding and appreciation for storytelling, Victoria Wards career has taken her from Londons financial futures market to chief knowledge officer of NatWest Capital Markets to founder of Sparknow. She tells Sandra Higgison about her ambitious quest to change the social fabric of Great Britain.
KnowledgeWorks: Lessons 2005
In 2005, the KM sideshow moves closer to Druckers view of KM at modern managements core. By Jerry Ash.
Case study: DVLA
The main purpose of a KM audit is to help key managers better understand the knowledge value of the organisation. Many of the aims and objectives of organisations emphasise flexibility, lightweight managerial structures, fast response to customer demand, inspired product lines and innovative approaches to business or service delivery. By Michael Allen.
Case study: BDO Stoy Hayward
In the Summer of 2004, BDO Stoy Hayward conducted an extensive KM review its first in the new, tougher regulatory climate to determine if the right information and knowledge sharing tools were available and easily accessible. By Mark Tilbury.
Case study: Aon
Informal communities have existed within Aon for years, but in 2000 the company decided to implement a more structured approach to community development. By Sarah Adams.
Masterclass: Conducting a knowledge audit: Part II
The purpose of the audit is to uncover what knowledge the organisation has and what knowledge the organisation needs to pursue its aims and objectives. It can then be used to identify what gaps there might be and what improvements are required. This article, the second in a series of three, will consider what questions to ask and how to produce some answers. By Danny Budzak.