How to apply Knowledge Management to Mergers and Acquisitions

Knowledge management delivers maximum value when applied to high value knowledge, to support high value decisions, and in areas where that knowledge is otherwise at risk of being lost. A typical high value area where major decisions will be made is Mergers and Acquisitions.  Image from wikimedia commons,Merger of KCR

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Shared by Nick Milton June 5, 2020

Why "Knowledge for action" is better than "knowledge for storage"

Knowledge has to lead to action in order to add value.  call to action by Sean MacEntee on Flickr As the blogger Bill Wilson says (in the context of root cause analysis) “Learning without action is mere mental trickery, while action without learning is simply useless physical exercise”.  If knowledge management is to

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Shared by Nick Milton December 18, 2019

How to identify a knowledge "near miss"

In organisational safety management, they identify a “near miss” as evidence that safety practices need to be improved.  We can do the same in knowledge management. Image from safety.af.mil I have often used Safety Management as a useful analogue for KM, and here’s another good crossover idea. In safety management

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Shared by Nick Milton November 15, 2019

What is the limit to KM’s value delivery?

Why is knowledge management not infinitely valuable?  It’s because the value it delivers cannot exceed the “Cost of not-knowing” See text for explanation I was asked a question a few years back by someone challenging stories of KM value. “If Shell could deliver $200m per year through KM” he asked –

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Shared by Nick Milton September 27, 2019

You can’t do KM without a budget

One of my Knoco colleagues was in a KM workshop a while ago with a client, and raised the issue of the KM Budget. One of the people in the room said “What? Does Knowledge Management need a budget?”  Budget, by 401(k) 2012, on Flickr, from http://401kcalculator.org My colleague was

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Shared by Nick Milton August 29, 2019