Pilots can’t fly unless they have instruments that tell them what the plane is doing at all times, and where it’s heading. KM professionals need instruments too, in order to assess whether the products and services they are providing are valued, and to understand what additional products and services might be needed.
In my upcoming book on promoting knowledge management initiatives within the corporate world, I share what I’ve learned about building lively, enduring communities for KM stakeholders, practitioners, and end users of organizational knowledge. Here’s an excerpt to (hopefully) pique your interest.
In my upcoming book on promoting knowledge management initiatives within the corporate world, I share a number of tips on how to identify organizational barriers to knowledge sharing, and how to overcome them as you build the necessary culture for KM to thrive.
American Academy of Facial Plastic and Reconstructive Surgery (AAFPRS) volunteer surgeons operate on thousands of patients worldwide, and they and their teams use Inmagic Presto and DB/TextWorks in very innovative ways to document patient data and outcomes. Read on to learn more about the FACE TO FACE database.
During my career as a KM practitioner, I developed a profile of the most effective knowledge managers. It’s included in my upcoming book on promoting knowledge management initiatives within the corporate world.
I was speaking with a client about faceted search. (For more information on that subject see my blog post “A Firm Foundation for Faceted Search”). We discussed the need for well-organized and well-structured data to support useful faceted searching. The client challenged that need, and stated she had read and been told that some forms of guided navigation require no data preparation—and will work with completely unstructured data. In this post I’ll compare and contrast two approaches to searching.
In my upcoming book on promoting knowledge management initiatives within the corporate world, I share a number of useful KM components that can be mixed and matched to suit an organization’s specific needs. Please read on for a sneak preview.
As discussed in my last post, special libraries now exist in a highly competitive information marketplace, where business users of content have lots of options. Michael Porter—in his seminal book Competitive Strategy—stated that in a competitive marketplace there are three strategies that make sense: cost leadership, differentiation, and focus. What does this imply for special library strategies?
In my upcoming book on promoting knowledge management initiatives within the corporate world, I include a chapter on communication. Timely communication is critical to successfully introducing a new KM initiative and keeping the organization informed of implementation progress.
In my last post, I wrote about how I learned a difficult lesson: hard work and quality output must be in service of a solid business strategy if individuals, roles and departments are to thrive. As you know, keeping your special library vibrant and sustainable requires adaptation and lots of hard work. In addition, are you thinking strategically about how to make your library the best that it can be? Please read on for some ideas.