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Tag: KMers

Learning Before, During and After

Learning Before, During and After

I’ve made it a personal choice to avoid the perennial discussions and debates about defining “knowledge management”, which more often than not seem to focus on the typology and semantics rather than getting to grips with the actual practice. I like simplicity, and whatever your preference for intellectually precise definitions, it inevitably boils down to the actions that encourage and support learning, and specifically, learning before, during and after.  In his book “Knowledge Management for Teams and Projects”, Nick Milton…

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Centralised vs. Decentralised Decision Making

Centralised vs. Decentralised Decision Making

The UK Government’s failure to achieve its target of 25,000 tests per day for Covid-19 provides an excellent case study on the differences and impact of centralised vs. decentralised working and decision making. Whilst accepting there might be a problem with the sourcing of reagent chemicals for the DNA testing, according to a former director of the World Health Organisation we are not making the most of the opportunities currently available to us. Public Health England (PHE) want to control…

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What is ‘knowledge curation’ and why is it so important?

What is ‘knowledge curation’ and why is it so important?

I don’t think I need to convince anyone who regularly uses the Internet or World Wide Web that finding useful and relevant information amongst the volumes of dross we get from advertisers, marketers, brand mangers and ‘those-that-want-to-be-heard-but-have-nothing-of-value-to-say’, which unfortunately accounts for the largest proportion of content that swills around our in-boxes and search results, is becoming increasingly difficult. Information is being pumped at us almost 24 hours a day, 7 days a week. This was bad enough when we were…

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Knowledge Sharing Barriers

Knowledge Sharing Barriers

Knowledge sharing is the corner-stone of many organisations’ knowledge-management (KM) strategy. Despite the growing significance of knowledge sharing’s practices for organisations’ competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment. This list of knowledge sharing barriers provides a helpful starting point and guideline for senior managers auditing their existing practices with a view to identifying any bottle-necks and improving on the overall effectiveness of knowledge-sharing activities. The…

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Finding ‘value’ in social networks and Communities of Practice

Finding ‘value’ in social networks and Communities of Practice

An update to a post previously published 30 Dec 2009. There has been much written about measuring the value of online communities such as Social Networks or Communities of Practice.  However, most pundits tend to think of measuring value from a purely financial perspective, i.e. the Return on Investment (ROI). Clearly this is an important factor, but it’s not the only factor that should be considered. Surprisingly few organisations consider the value that is being created by having better informed…

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The Definitive Knowledge Management Reference Guide

The Definitive Knowledge Management Reference Guide

A while back, Emil Hajric (@emilhajric) from Helpjuice sent me a reference guide he had written on KM Systems and Practices, and which he was making freely available as an E-Book from the Helpjuice website. It was a busy period in my life and I was only able to do a quick scan of the content, but enough to realise this was a significant contribution to the body of literature on the esoteric topic of “KM”. I’ve since had more…

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12 Principles of Knowledge Management

12 Principles of Knowledge Management

I first posted this in 2015 and came across it again during some research I was doing for Warwick Business School. The provenance is consultant and keynote speaker  Verna Allee who outlines 12 principles of Knowledge Management. Two thoughts occurred to me: The principles appear to be so simple and obvious Why didn’t I think of them! I asked myself whether these statements meet the strict definition of ‘principles’, which is: “a fundamental truth or proposition that serves as the…

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Intelligent Automation: getting past the hype.

Intelligent Automation: getting past the hype.

I’m in the process of researching the topic of ‘Intelligent Automation’ for Warwick Business School’s Innovation Network, with a view to organising a member’s workshop for sometime in the second quarter of 2019. As with most emergent technologies, the real challenge is getting beyond the marketing hype and snake-oil salesmen and finding real evidence of innovation and value creation. This is no easy task, not least navigating through a new and rapidly changing lexicon, that embraces (but is not limited…

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Content Curation: the future of relevance

Content Curation: the future of relevance

This is an updated version of the article originally published in Business Information Review, January 2015.   Content creation is no longer the exclusive domain of journalists, newspapers and advertisers. As Clay Shirky has famously pointed out, publishing is no longer a job or an industry; it’s a button. We’re all creating content, as originators or commentators, which is then shared and re-shared many times over. As a result, online publishing is now ubiquitous and incessant, with the consequence that…

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Gamification: making work fun, or making fun of work?

Gamification: making work fun, or making fun of work?

This post was previously published on 25th September 2014 at Collabor8now.com.  It is an abbreviated abstract from a research paper I submitted to Sage publications on the topic of  “Gamification”. The full article is available from the June 2014 edition of Business Information Review. Introduction: Gamification is about understanding and influencing human behaviours that organizations want to encourage amongst their workforce or customers. Gamification seeks to take enjoyable aspects of games – fun, play and challenge – and apply them to real-world business…

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