It may come as a surprise that knowledge management isn’t simply about paper and electronic resources. Today's KM systems also capture the information in people's heads: the tacit knowledge, that when added to explicit knowledge completes the picture. The art and science of KM involves synthesizing the two for maximum impact. Please read on for some tips on how to make it work.
Education is required when introducing a new KM initiative, during roll out across your organization, and as a key part of ongoing implementation. You must continue to offer training in a variety of ways; once is never sufficient. Please read on to learn the elements of a knowledge management training program, drawn from my new book, Proven Practices for Promoting a Knowledge Management Program.
As mentioned in my first post on this topic, in order to sell knowledge management to your stakeholders, you first need to become a KM expert yourself. As an expert, you’ll develop a very clear understanding of KM’s benefits to your unique organization. I included seven of the major benefits of having a successful knowledge management program in Part One of this post; here are another eight—drawn from my new book, Proven Practices for Promoting Knowledge Management.
To sell knowledge management to your stakeholders, you first need to become a KM expert yourself. This involves developing a very clear understanding of KM’s benefits to your unique organization. Please read on for seven of the major benefits of having a successful knowledge management program, drawn from my new book, Proven Practices for Promoting Knowledge Management Program
There will, no doubt, be certain jobs and industries that will be dramatically impacted by artificial intelligence (AI). However, that can be said about virtually any technological innovation introduced in the past 30 years. A more interesting question might be, “How does the hype surrounding AI affect my career today?”
To change a culture from one of knowledge hoarding to one of knowledge sharing, we must first understand why people may not be sharing their knowledge with one another. Below are some of the main reasons—along with recommended solutions—drawn from my new book, Proven Practices for Promoting Knowledge Management.
We have all been there, and I’ve been there a lot. In the not too distant past, I was required to use an IBM mainframe to do my “word processing” when PC based solutions had far better functionality. Later, I was required to use email software that wasn’t compatible with the internet. The list goes on, and the problem still exists. There is hope: please read on for some ideas on how to break away from legacy software.
You don’t have to go it alone to sell KM inside your organization. There are many avenues available that let you take advantage of outside help when you’ve run out of ideas (or steam!) and need to regroup or re-energize. These include joining and participating in KM communities, using industry analyst reports, and interviewing your peers in other organizations.
Jean-Claude Monney, Chief Knowledge Officer, Microsoft Enterprise Services, recently awarded five stars to Stan Garfield’s new book titled Proven Practices for Promoting a Knowledge Management Program. This comprehensive text, published by Lucidea Press, is an actionable guide to promoting knowledge management practices within your organization. If you want your KM program to achieve maximum success, you simply must read this book.
You don’t have to go it alone to sell KM inside your organization. Take advantage of outside help by scheduling visits with others who are doing KM well, joining and participating in KM communities, using industry analyst reports, or retaining an outside consultant.
In a recent post, The CKO of Microsoft Services Has a Surprising Perspective on Knowledge Management, KM blogger Nancy Dixon summarizes a conversation about people, process and technology with Jean Claude Monney, CKO of Microsoft Services. Mr. Monney touches on “no collar” workers, who should be added to “white collar” and “blue collar” when we talk about the people side of knowledge exchange.
During my career as a KM practitioner, I have both observed and developed proven practices for leading successful knowledge management programs. They’re included in my new book on promoting knowledge management initiatives within the corporate world. Please read on for my thoughts on the essentials of KM leadership.