The 10 principles behind successful KM strategies

I blogged last week about the 5 basic principles behind successful Knowledge Management. Let’s take that one step further, into the principles behind a KM Strategy. Strategy by Kathryn Decker on Flickr When Stephanie Barnes and I wrote our book “Designing a successful KM Strategy” we included a chapter on

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Shared by Nick Milton June 25, 2020

Balancing long term and short term benefits in KM

The short-term/long-term balance is critical in KM. The business of KM is long term culture and behaviour change, but the company will have no patience for the long term, if you do not deliver benefits in the short term.  The balance between short term and long term is tied to

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Shared by Nick Milton June 9, 2020

What are the most popular strategic elements of KM?

What do companies around the world identify as their primary KM strategic approaches?  This was another area we wanted to explore in our two global surveys of Knowledge Management. One of the questions in our surveys therefore covered the topic of strategic focus areas for KM, and we asked the

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Shared by Nick Milton October 15, 2019

Knowledge of product, knowledge of process, knowledge of customer

Some companies make things, some do things, some maintain relationships. Process companies, Product companies, Client companies – different focus, different business, different approach to KM.  OK, so that is an oversimplification – most companies are a mix of Doing, Making and Relationship Management; they have product departments where they Make

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Shared by Nick Milton September 4, 2019

A twin-strategy approach to implementing KM

Implementing Knowledge Management requires two parallel strategies, like the two prongs of a fork. There was a very interesting article by Ron Bascue in the 2011 Fall edition of the US Army KM newsletter (now no longer available online), about a twin-strategy approach to delivering a Knowledge Management strategy. Ron

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Shared by Nick Milton August 30, 2019

Analysis of a strategic KM role description

This post is an analysis of a KM role description, taken from a recent job vacancy, identifying the core elements of a strategic KM leadership role. This Photo by Unknown Author is licensed under CC BY-SA-NC The job vacancy appeared last week on LinkedIn, and is for a Knowledge Management

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Shared by Nick Milton July 24, 2019

But what knowledge do you need to manage?

When beginning with KM, don’t start with the How; start with the What. We frequently find that when people start thinking about Knowledge Management implementation, they start thinking about the solution first. They may research technology, they may seek out some excellent processes, they may (if they are smart) think about

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Shared by Nick Milton July 17, 2019

Is your KM progam reactive, or proactive?

Is your Knowledge Management framework reactive, or proactive? And what’s the difference? Let’s look at two ways in which you can develop a KM approach of KM Framework. Let’s call them reactive, and proactive. Reactive KM A reactive KM framework reacts to events. You may react to the threat of

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Shared by Nick Milton July 12, 2019

Winning by eliminating mistakes

In some settings, winning by eliminating mistakes is the best strategy Image from wikimedia commons Wimbledon fortnight has started in the UK – the two weeks of the year when the TV schedules are taken over by professional tennis. This reminded me of a post from the excellent Farnham Street blog,

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Shared by Nick Milton July 2, 2019