Knowledge ManagementWhen Knowledge Doesn’t Help
Knowledge Management Magazine: As a rule, we assume that the application of knowledge will work to our advantage, but what happens when the available knowledge is wrong or misleading? The results can be disastrous, especially if the person applying the knowledge doesn’t have enough experience to know it’s no good.(2000-12-10)Knowledge Management Meets the Portal
EarthWeb: Combining knowledge management and corporate portals helps companies and their employees gather, manage, share, and use previously disparate information. (2000-12-10)Knowledge Management 101
Intranet Design Magazine: Knowledge Management is the buzzword of the year. As with many new terms, the definition of knowledge management depends on who you're asking. For a small organization, it is difficult to really know what it means. I thought I'd give you some pointers and definitions in this article. (2000-12-10)Starting small: first steps toward KM orchestration
KM World Online: This article examines the sometimes overlooked and often underused Internet-centric tools applicable to knowledge management. Effective use of these high-performance tools must be orchestrated with a comprehensive strategy to support the organization's goals. (2000-12-10)Interview with Carla O'Dell
eBusiness Forum: What you need to focus on is how can knowledge leveraging, principles, tools and so on be used to support another business process that is of high commercial value. Stage one is to say, “OK, we ought to look for some other people who also think that this company or this organisation could be more effective if we leveraged certain kinds of knowledge better.” (2000-12-03)Time to Knowledge
CIO Magazine: "Global 2000 companies must transform their current training methods for employees and simultaneously develop highly customized "educational experiences" for consumers. This is possible only by delivering a full spectrum of self-learning and self-serving solutions directly to the desktop, through sophisticated engines based on self-adapting user interfaces. By eliminating barriers of time and distance, the Internet enables dissemination of real-time interactive multidimensional information, allows business to gain knowledge about their consumers while teaching them about new product/service offerings, and builds cohesive long-term relationships up and down the value chain." (2000-11-12)The Last Big Thing
CIO Magazine, Tom Davenport: "IS KNOWLEDGE MANAGEMENT still a big deal?" I'm often asked this question by conference attendees, consulting clients and concerned friends. The inference is that the movement is getting a bit long in the tooth. Those who observe such things might notice that the number of knowledge management conferences is down, and People magazine stubbornly refuses to name any KM expert as one of its 25 Most Intriguing People in the past few years." (2000-11-05)Brainstorming
Barrier Bashing
ZDNet eWeek: Many IT managers are seeing cold water splashed on their aggressive knowledge management initiatives when they realize that individuals and groups in their companies aren't ready, willing or able to share what they know. That lack of a knowledge-sharing climate can do more to sink a knowledge management initiative than any crashing server or buggy piece of software. So, even before beginning to deploy technology, experts say, IT managers need help evaluating how ready their corporate culture is to embrace knowledge sharing. Then, in most cases, they need to develop strategies for enhancing the knowledge-sharing climate. (2000-11-05)
This IntelligentKM.com article debunks some the of myths surrounding KM and provides some perspective on how to solve knowledge management problems. (2000-10-22)Right side of technology
NUA Knowledge News: "When organizations implement a knowledge- or information-management strategy, the emphasis is almost always on which ICT (information and communication technology) package should be chosen. It's assumed that workers will adapt with ease to the new technology. But the way people's minds actually work is often ignored, and all the ICT under the sun won't entice employees to share information and knowledge if their company makes no sense to them." (2000-10-15)Eight Things That Training and Performance Improvement Professionals Must Know about Knowledge Management
According to this white paper "What's really driving knowledge management is something bigger: a desire by many organizations to harness the brainpower within them. More than merely trying to "work smarter, not harder," organizations see knowledge management as a means of cultivating their explicit and tacit intellectual assets and realizing a harvest of efficiencies in operations, and innovations in products and business practices." (2000-09-30)Knowledge (mis)management
According to this NUA Knowledge News article "...the importance of writing down knowledge, and presenting it efficiently and attractively to the people who need it, has tended to get short shrift in the KM world. As soon as anything is written, it seems, it becomes 'content' and is relegated to a content management system." (2000-09-30)Managing institutional knowledge
In this TechRepublic article, Ken Hardin reports that: "While next-generation businesses are on top of data that can be reduced to 1s and 0s, they are stumbling over the challenge of "institutional knowledge," the intuitive and undocumented whys and hows that determine an enterprise's ultimate success." (2000-08-27)Reinventing Training
In this Knowledge Management Magazine article, Marc J. Rosenberg asserts that "An effective e-learning strategy must be more than the technology itself or the content it carries. It must also focus on critical success factors that include building a learning culture, marshaling true leadership support, deploying a nurturing business model and sustaining the change throughout the organization. It must be pursued by people who are highly skilled and capable of executing effectively. And it must move us to a view that sees learning in the context of the intellectual capital of the firm and the enabling of higher individual and organizational performance. (2000-08-13)Organizational learning and communities-of-practice
This paper by John Seely Brown and Paul Duguid concludes that "By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three." (2000-08-13)Developing a Knowledge Strategy
This article by that Michael H. Zack that appeared in the Spring, 1999 edition of California Management Review. "...most knowledge management initiatives are viewed primarily as information systems projects. While many managers intuitively believe that strategic advantage can come from knowing more than competitors, they are unable to explicitly articulate the link between knowledge and strategy" (2000-08-13)Harnessing Corporate Knowledge
According to this Information Week product comparison article "Microsoft is gunning for the knowledge-management market with the upcoming Exchange 2000, sporting tighter application integration and a Web repository, but Lotus has a big head start and ambitious plans to link collaboration and transaction systems." (2000-08-13)Knowledge Pool
In this CIO interview, Wendi Bukowitz and Ruth Williams, authors of The Knowledge Management Fieldbook advise that "The first question you need to ask those who are expected to use and contribute to a KM system or process is, "What mission-critical information do you need to do your job?" Is it previously completed project deliverables? Is it process methodologies? Is it customer information? The answers should serve as the cornerstone of your KM initiative. (2000-08-06)Knowledge Management Mistakes
In this Computer World article, Johanna Ambrpsio reports that according to some experts the failure rate of knowledge management projects is as high as 70%. One expert attributes this phenomena to "...initiatives that rely too heavily on technology." The article presents five KM mistakes and how to avoid them. (2000-07-09)Knowledge Management: Collaborating for a Competitive Edge
This CIO Magazine white papers explores "...how collaboration, content, training and enterprise resource management technologies-along with appropriate knowledge management practices-can help you change all that and extract as much value as possible from your organization's intellectual capital." (2000-07-09)eKnowldegeCenter.com
Linking Knowledge Management and Intellectual Capital professionals worldwide to certification programs, expert networks, knowledge resources, and electronic publishing services. Keep current with the latest in research, trends, and news. (2000-07-09)100 companies who matter in DM, WM, CM, KM and BI
KMWorld Magazine assembled a list of the 100 "...developers, vendors and service providers who are positioned to influence markets in the way rudders, flaps or trim tabs on boats or planes influence the direction of the entire craft." The ".. may not be the best marketer or innovator, but may, because of sheer mass, have inordinate influence over technology adoption and market penetration." (2000-05-29)Why Can't We Get Anything Done?
In this Fast Company article, Jeffery Pfeffer offers 16 rules that explain why, despite so much knowing, there's so little doing -- and what you can do to get something done in your company. (2000-05-15)Knowledge Management Conference Reports
This site contains summary reports of various Knowledge Management Conference: BrainTrust International 2000, etc. (2000-04-02)A Model for Knowledge Worker Information Support
This study examines how knowledge workers use information during decision making processes. A model of information support for knowledge workers was developed and validated, and a computer software strategy is proposed for coupling knowledge worker processes with the information they need. (2000-03-26)Knowledge Management Links
This site contains links to the top knowledge management sites and information. The sites are rated on a five star scale. (2000-03-05)What is knowledge management?
"In practice, knowledge management often encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of corporate information accessible, sharing of best practices, and technology that enables all of the above — including groupware and intranets." (2000-01-22)Summary of the Presentations at the Enterprise Intelligence World Summit
The Adobe Acrobat file contains a summary of the presentations at the Enterprise Intelligence World Summit: Annual Knowledge Conference and Exposition, held in Orlando, Florida, on December 4-6, 1999 (2000-01-16)Skills for Knowledge Management
According to this briefing paper: "The knowledge economy has become a reality for many organisations and nation states. The rapid development of information and communications technology (ICT) has changed the basis of trading and doing business. The wealth of a nation no longer depends on its ability to acquire and convert raw materials, but on the abilities and intellect of its citizens and the skills with which organisations harness and develop those abilities. The success of organisations depend on their ability to operate in a fast moving and global market place where customers are increasingly knowledgeable, have a rich landscape of choice and where the relationships between supplier and client are changing." (2000-01-10)Mining in Textual Mountains
According to this Mappa Mundi article "In text data mining the researcher seeks relationships between the content of multiple texts and then sets about linking this information together to form a testable hypothesis about new information. The literature of medical research is a promising target for text data mining: a large and growing database of medical journal articles exists in digital format, and the formalized and detailed content delivery style of medical journal articles makes them a good subject for computerized TDM analysis. Because of the large number of journal articles published, it's unlikely that any one researcher could read (and remember) the contents of all of them. In theory, at least, TDM ought to be able to help researchers find possible linkages in published research findings, even across disciplines. (1999-12-05)Myths and Realities of Knowledge Management
According to this TechWeb article "Tapping the knowledge and experience of individuals within an organization, and sharing that expertise across a company, has long been one of the most strategic goals of IT and business managers. But knowledge management is a moving target, surrounded by misconceptions. To really understand it, those myths must be dissected. Here are 10 of the biggest." (1999-11-28)Knowledge Mismanagement
It seems that most everyone in business today knows they need a KM solution but the majority have yet to do anything about it. And two recent studies reinforce the idea: this is a policy that must change if companies want to compete. (1999-11-28)Knowledge Management, Round Two
According to Tom Davenport "...knowledge management has to be "baked into" the job. It's got to be part of the fabric of the work to import knowledge when it's needed and export it to the rest of the organization when it's created or acquired. But the only way that knowledge activities will be part of the fabric of the job is to design the job from scratch, putting knowledge in and taking out activities that are no longer as critical."(1999-11-15)Knowledge--Critical Capital of Modern Organizations
According to this Booz.Allen & Hamilton article, "The aim is to determine which knowledge provides the highest business value and to use it effectively. Knowing what the customer desires before he does, leveraging the power of the company's full expertise for each individual issue, having instant access to the corporation's global experience--these are only some of the advantages of knowledge management: if a company only knew what it knows. (1999-11-15)The Knowledge Fuss
According to Paul Strassman "...what passes for knowledge management applications invariably calls for overlaying short-lived technologies on top of the existing software junkyard. That is unlikely to produce lasting value. Before you are swayed by the vendors and the hawkers, keep your sense of balance about such investments; don't be easily swayed. Insist that any "knowledge management" system produce verifiable gains in your company's earning capacity. That's the only way to distinguish between a passing utopia and the capacity to deliver increased economic value." (1999-11-01)The Knowledge Conversation
In this article, David Weinberger, argues that "The promise of KM is that it'll make your organization smarter. That's not an asset. It's not a thing of any sort. Suppose for the moment that knowledge is a conversation. Suppose making your organization smarter means raising the level of conversation. After all, the aim of KM was never to take knowledge from the brain of a smart person and bury it inside some other container like a document or a database. The aim was to share it, and that means getting it talked about." (1999-10-10)The Knowledge Warehouse: Reusing Knowledge Components
This article, by Michael Yacci, Associate Professor, Information Technology Rochester Institute of Technology appeared in Performance Improvement Quarterly, Vol. 12, Number 3 (1999). The article describes a conceptual model for enabling the reuse of knowledge. It also "..takes the first steps towards defining a standardized classification scheme for storing knowledge components." (1999-11-07)Overload Redux
According to this article by Tom Davenport, we are drowning in a sea of information and technology alone will not solve the problem. He sites a study that found the average US office works sends and receives more than 175 messages a day and 60% of them feel overwhelmed by the amount of information they receive. Davenport sets out three non-technology strategies for managing this information overload. (1999-10-03)Behind The Numbers: Sharing Knowledge Isn't Easy Yet
According to the Information Week research report "Knowledge management is as much, if not more, an organizational and cultural challenge as a technology issue. Most IT managers say the impetus to improve knowledge management has to come from the business side--and based on the results of a recent InformationWeek Research survey, that's quite a challenge." (1999-08-22)