This week I have been blogging about the challenge of revolutionising the productivity of the knowledge worker; the challenge which Peter Drucker set for us. The lean working environment for the manual worker (image from greenhousecanada.com).Does the working environment for the knowledge worker look like this? We have looked at the division
Over the last two days I have blogged about the challenge of revolutionising the productivity of the knowledge worker, which Peter Drucker set for us. We have looked at the division of knowledge labour, and the automation/augmentation of knowledge work. Today we look at the knowledge supply chain. Parts, by
I presented this Boston Square last week to talk about 4 styles of knowledge transfer. Here’s how the KM team can help with each. The Boston Square looks at four modes of knowledge transfer within KM, differentiated by Push and Pull, and Documented/Undocumented knowledge. Any balanced KM program will address
There is often conflict between creating revenue and creating knowledge. Both of these require time, resources and incentives, and so are often in conflict. The problem is that knowledge is the source of future revenue. Timesheet logo from wikimedia commons Any piece of revenue-generating work can create knowledge as well.
Many organisations are concerned about the GDPR and internal confidentiality issues associated with making all documents public and searchable. But KM does not have to work like that. Image from wikimedia commons We often come across concerns of internal confidentiality, Chinese Walls, and now GDPR which can make people reluctant
We have been having a discussion in Knoco about the differences between project document output, project knowledge output, and knowledge documents. Here is one way to look at the differences. Every project produces documents as a result of the project workstream. However, as we know, the organisation also needs a