Favorite Here is a recording I gave of a talk to ISKO in Singapore, on the topic of “Selling KM” Courtesy of Patrick Lambe ISKO SG Nick Milton How to Sell Knowledge Management from Patrick Lambe on Vimeo. View Original Source (nickmilton.com) Here.
Favorite A lurker within the massively collaborative Polymath project explains the benefit he received. Lurking Cat, by Filip Maljkovic, on Flickr The Polymath Project is a collaboration among mathematicians to solve important and difficult mathematical problems by coordinating many mathematicians to communicate with each other. The project uses a blog,
Favorite Here’s another reprieve from the archives – 50 ways to wreck your KM strategy When I wrote “Designing a successful KM strategy” with Stephanie Barnes, we originally included a final chapter on “how to wreck your strategy” – a list of 50 things not to do (similar to the chapter on
Favorite There should be no difference to learning from success and failure. Kipling wrote, in “If” – “if you can meet with triumph and disaster, and treat those two impostors just the same..”. As knowledge managers we try to collect lessons from projects which have been triumphs and projects which
Favorite A simple but effective definition of KM I was moved to reprise this video, from 2009, in which I offered a simple definition of KM, because I was very pleased to see the same definition appearing in a speech this week by by Director Dr Haji Mohd Zamri bin
Favorite In 1996, Karl Wiig and colleagues made a set of predicitions about the future of KM. How right were they? The 1996 article by the Knowledge Research Institute (Towe, Pizziconi and Wiig) entitled “Knowledge Management; Where Did It Come From and Where Will It Go?” not only presented a timeline
Favorite From an old article, a time line of the first 21 years of KM – taking us up to 1996 This time line is taken from the 1996 article by the Knowledge Research Institute (Towe, Pizziconi and Wiig) entitled “Knowledge Management; Where Did It Come From and Where Will
Favorite Sharing is no guarantee of uptake. Sometimes better practices and innovations take a long time, and require a lot of support, to take hold. Here is a very interesting article from the New Yorker, by Atul Gwande, about why some ideas or best practices catch on and spread, while
Favorite Taken from this publication by Knowledge Street, here is a role description for what is effectively KM Help-desk and support staff – the KM advisors at HP consulting services. This is one in a series of example KM role descriptions on this blog. image from wikimedia commons Stan Garfield describes
Favorite The Supply Chain analogy for KM suggests several metrics we can use. I have often used the analogy of the supply chain as one way of thinking about KM. This involves looking at KM as a chain of processes supplying knowledge to the user. This analogy has the benefit of