As part of the research for my current book, Proven Practices for Promoting a Knowledge Management Program, I interviewed widely recognized KM leaders to get their take on the secrets to successful KM strategy development and implementation. One of these leaders is with Microsoft.
In my work as a museum, library, and archives consultant, I’ve had a great amount of exposure to the fundraising world. Money is so often needed in order to meet museum missions, and grants are often a popular way to secure funding. Through my role as a grant writer and reviewer, I’ve decoded the top four museum funding ideas that are often well received by granting agencies.
Duane Morris LLP is a Philadelphia-based law firm with more than 800 attorneys in 28 offices, practicing in the U.S., U.K. and Asia. The firm serves a broad array of clients worldwide and provides innovative solutions to legal and business challenges.
I was once the director of an archival collection related to historical buildings around the world. From Babylon to Bauhaus, the collection held just about every amazing world monument you could think of and documented state-of-the-art historic preservation techniques. Here was my challenge: the archives was institutional with no public access, and I was a “lone arranger” in charge of all aspects of archival management at the organization. How could I share these treasures?
What actually motivates users of a knowledge management system? It’s the feeling we get at the moment of discovery. Yes, we need the information we are seeking, but it’s the buzz we get when we find it that keeps us engaged. And if we get the hit we’re looking for, we’ll come back—guaranteed.
Pilots can’t fly unless they have instruments that tell them what the plane is doing at all times, and where it’s heading. Library 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. Read about 4 tools that will help you maintain your situational awareness.
Midsized law firms face unique challenges when it comes to knowledge management. As large multinational firms must, they need to provide a solid KM foundation, protect and leverage the firm’s knowledge assets, and utilize the best technology for the firm’s KM requirements—but unlike their larger brethren, midsized firms are often resource constrained. What does KM success look like for midsized firms, and how can you get there too?
Every organization has its own particular vocabulary. It’s usually drawn from sector-specific parlance, with special additions that signify “belonging” and serve as shorthand for everyone in the know.
Below are some thoughts about the importance of speaking the language of your senior management and of your organization as a whole.
Knowledge management programs can use a wide variety of people, process, and technology components. It’s important for KM program leaders to gain direct experience with as many of these components as possible, to evaluate their possible application, and to lead the way in implementing new ones to fill current and future needs.
Are we ready for this? Sometimes a new technology simmers for years and then just seems to explode into the present. There are a few things cresting now in the consumer and business markets that we need to pay attention to.
In our previous post on the changing habits of information consumers and the changing role of information professionals as part of the knowledge supply chain, we shared examples of increasing complexity, underpinned by technology and changes in personal preference. In this post, let’s take a look at the third paradigm (KM 3.0) and see what it means for the sustainability and relevance of knowledge managers and special librarians.
In Part One of this series, we reframed knowledge management strategies in the context of strategies for improving the health of the knowledge ecology. We’re using the metaphor of building a nest (sometimes referred to as an intranet) where our eggs can hatch and ideas grow, and decisions improve in quality. In Part Two we explored five strategies, tactics and frameworks for accomplishing this. Now, in the final post of this three-part series, we offer an additional five strategies.