Tag Archive: knowledge management

Information in Web2.0

Keith De La Rue pointed me (in an actKM post) towards this nice online video about information in the Web 2.0 world: It changes pace after about the first couple of minutes.

The 4 Stages of Learning in Organisations

A classic model of individual learning describes learning in terms of 4 stages, consisting of: unconsious competence, to conscious incompetence, to conscious competence, to unconscious competence I usually illustrate this as follows: For example, in public speaking, a person might say “um” frequently, but not be particularly aware of it – and they are certainly…

A Million Dollar Community of Practice

On a plane recently, I was listening to an interesting interview with Troy Hazard, President of the Entrepreneur’s Organisation (EO) on the May 2007 edition of Qantas Airline’s “Talking Business” channel. EO is a self help group founded 20 years ago for entrepreneurs under the age of 40 (this has since been moved to 50)…

Which Ideas Become Influential? Stickiness vs. Forcefulness

In response to a post by Larry Prusak on the Harvard Business Online Discussion Board reviewing Made to Stick: Why Some Ideas Survive and Others Die, James McKeen recounts an interesting experiment he ran with one of his Ph.D students at Queen’s Business School: “We randomly formed a number of 6-person groups of undergraduate business…

The 5 Kinds of Knowledge Transfer

A recent question on LinkedIn was asking about how to achieve Knowledge Transfer in an organisation. The top 4 obvious answers are, in my view, Developing Communities of Practice Conducting Lessons Learned Reviews (After Action Reviews) regularly and acting on the insights to institutionalise new processes and procedures that address the issues and opportunities identified…

The Organizational Zoo

I attended a great session of the Melbourne Knowledge Management Leadership Forum today. Arthur Shelley, Global Knowledge Manager for Cadbury Schweppes, talked about his experience with knowledge communities at Cadbury Schweppes (a community of practice increased production by 20% for a product that Cadbury Schweppes can sell as much as they make of – and…

"Soft" Management Skills Acheive "Hard" Results

The Bain Consulting Management Tools Survey 2007 results have been published, and the results highlight the increasing importance of “soft” management skills in areas such as organisational culture, knowledge management, and innovation. Innovation is a continuing top priority Organisations are continuing to place emphasis on growth through innovation rather than relying on cost cutting to…

How to develop your KM strategy?

A recent question on LinkedIn asked how to start thinking about developing a Knowledge Management (KM) infrastructure. The starting point for thinking about developing your KM infrastructure is to have a look at what kind of organisation you have, what your main Knowledge Management needs are, and how KM will add business value for your…

Communities of Practice and Organisational Strategy

An organisation I have been consulting with recently has been considering the question of to what extent communities of practice should be aligned with organisational goals and structure, and to what extent they have to be free to ‘do their own thing’. What level of accountability should the activities of a community of practice have…

Tag Archive: knowledge management

Information in Web2.0

Keith De La Rue pointed me (in an actKM post) towards this nice online video about information in the Web 2.0 world: It changes pace after about the first couple of minutes.

The 4 Stages of Learning in Organisations

A classic model of individual learning describes learning in terms of 4 stages, consisting of: unconsious competence, to conscious incompetence, to conscious competence, to unconscious competence I usually illustrate this as follows: For example, in public speaking, a person might say “um” frequently, but not be particularly aware of it – and they are certainly…

A Million Dollar Community of Practice

On a plane recently, I was listening to an interesting interview with Troy Hazard, President of the Entrepreneur’s Organisation (EO) on the May 2007 edition of Qantas Airline’s “Talking Business” channel. EO is a self help group founded 20 years ago for entrepreneurs under the age of 40 (this has since been moved to 50)…

Which Ideas Become Influential? Stickiness vs. Forcefulness

In response to a post by Larry Prusak on the Harvard Business Online Discussion Board reviewing Made to Stick: Why Some Ideas Survive and Others Die, James McKeen recounts an interesting experiment he ran with one of his Ph.D students at Queen’s Business School: “We randomly formed a number of 6-person groups of undergraduate business…

The 5 Kinds of Knowledge Transfer

A recent question on LinkedIn was asking about how to achieve Knowledge Transfer in an organisation. The top 4 obvious answers are, in my view, Developing Communities of Practice Conducting Lessons Learned Reviews (After Action Reviews) regularly and acting on the insights to institutionalise new processes and procedures that address the issues and opportunities identified…

The Organizational Zoo

I attended a great session of the Melbourne Knowledge Management Leadership Forum today. Arthur Shelley, Global Knowledge Manager for Cadbury Schweppes, talked about his experience with knowledge communities at Cadbury Schweppes (a community of practice increased production by 20% for a product that Cadbury Schweppes can sell as much as they make of – and…

"Soft" Management Skills Acheive "Hard" Results

The Bain Consulting Management Tools Survey 2007 results have been published, and the results highlight the increasing importance of “soft” management skills in areas such as organisational culture, knowledge management, and innovation. Innovation is a continuing top priority Organisations are continuing to place emphasis on growth through innovation rather than relying on cost cutting to…

How to develop your KM strategy?

A recent question on LinkedIn asked how to start thinking about developing a Knowledge Management (KM) infrastructure. The starting point for thinking about developing your KM infrastructure is to have a look at what kind of organisation you have, what your main Knowledge Management needs are, and how KM will add business value for your…

Communities of Practice and Organisational Strategy

An organisation I have been consulting with recently has been considering the question of to what extent communities of practice should be aligned with organisational goals and structure, and to what extent they have to be free to ‘do their own thing’. What level of accountability should the activities of a community of practice have…