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.
My first job was at Data Resources Inc. (DRI) working as a consultant with a large Fortune 25 conglomerate. My role was to provide industry information and sales forecasting via timesharing to its various business units by building a model that the customer would run (ideally) for years to come. Whenever the customer ran the model, DRI generated revenue. Sounds great, right? But I learned a difficult lesson about how things really work.
In his upcoming book on promoting KM initiatives within the corporate world, author and KM expert Stan Garfield shares a number of useful KM methodologies that enable colleagues to take advantage of proven practices and see the value of knowledge management to the organization. Read on for a sneak preview.
In a recent article, Knowledge Management in the Age of Social Media, author Robin Singh suggests that social media presents serious challenges to the traditional "knowledge base," and asks whether it can transform knowledge management. Please read on for some additional thoughts on social knowledge exchange as a supplement to classic KM.
This is the sixth and final post in our series about the major challenges to library success. The same challenges to sustainability keep surfacing during our conversations with information management professionals, no matter the organization size, sector or geography. Please read on for our thoughts on the sixth most pressing issue special librarians are facing today—the perception that all ILS options are too costly, and still generic.