Date   

Re: What is your vision for how KM should work? #strategy #vision

Arthur Shelley
 

I should ad my perspective to this terrific dialogue too, very briefly...

The KM Vision should be fully integrated with and help to create the business vision, strategy and specific projects/key initiatives. Ultimately (at the very simplistic level) KM is the art and science of leveraging knowledge assets to create (tangible and intangible) value for a defined set of stakeholders. This generic overarching principle means very different things to different people and in different organisational/business environment contexts. It does however provide a focus from which the "KM resources/team/interested stakeholders" can mindfully make a difference in a way that is meaningful to them.

My vision as a KM advisor and educator is to facilitate the environment where the appropriate conversations and behaviours can happen to achieve the optimal desired outcomes for the client at the minimal cost. This ROI conversation has to happen, but of course "return" is a combination of tangibles and intangibles, NOT jus money.

Arthur Shelley
Intelligent Answers
Tweeting as Metaphorage

On 17/02/2012, at 2:17, "Paul McD" <paul_mcdowall@...> wrote:

 

This is a great question, Stan. In fact I think its central to understanding our mental models and point of view wrt KM in orgs. I can't say that I've spent much time formulating a vision statement, although now that you've got me thinking,...

To add to the conversation, here's a stream of consciousness on the tangible outcome of effective use of KM principles and practices. I look at this issue from an 'outcome' point of view. As such its definitely wordy and somewhat high-level.

- The organization is widely recognized as being highly effective and efficient, both strategically and operationally, in that it achieves or exceeds its strategic goals, responds to or anticipates market changes and conditions, manages all assets and resources prudently, and demonstrates creativity, innovation, adaptability and flexibility with continuous improvement. Knowledge and healthy communication flow afferently and efferently as the key mechanism in doing work. Knowledge Management practices and principles are used and lived as essential aspects of the organizational culture ('the way we do things around here').

- Customers and clients highly value the products and/or services and a strong and meaningful relationship is evident between them.

- Stakeholders and partners highly respect the organization and are keenly engaged in the active partnerships and relational activities, especially where ideas flow.

- Leaders and managers make effective and timely decisions based on better knowledge and ideas, drawing on sound analysis and insight from all relevant individuals or groups in the organization.

- Employees are highly engaged intellectually, emotionally and socially. The mutual respect between management and staff is evident.

Undeniably, there are numerous generalities contained here, although I would argue that these aspects could each be exploded into more detailed strategies, tactics, goals, metrics, etc, as part of an effective planning process.

Thoughts?
Paul

--- In sikmleaders@..., "StanGarfield" wrote:
>
>
> Happy Valentine's Day!
>
> If knowledge management (or whatever you prefer to call it - knowledge
> sharing, social learning, knowledge flow management, etc.) is working
> really well for an organization, what does it look like, and how does it
> work? Please reply with your vision for the ideal state, with as much
> specific detail as possible to avoid high-level generalities.
>
> I will provide my vision later on, but I would like to hear from the
> other members first. I look forward to a lively discussion.
>
> Regards,
> Stan
>


Re: What is your vision for how KM should work? #strategy #vision

Arthur Shelley
 

Thanks folks,

I have been wondering about how to creatively open this semesters first discussion in my postgraduate (MBA) KM course on knowledge management. It is taught both face to face and through Open Universities Australia.

Your discussion thread is perfect for this. The first exercise will be to follow this thread and describe how these elements are (or are not) applied in their workplaces - and what the implications are. I run the course as action learning process, so we have lots of interactive conversations (both face to face and virtual). This provides experience with the ultimate tool for KM - talking and sharing ideas with open minded people of diverse backgrounds. 

Sorry I have been quiet for a while, have been writing up my PhD on the influence of behaviour on knowledge transfer in projects. Tanks for the perfect introductory exercise to KM.

Arthur Shelley
Intelligent Answers
Tweeting as Metaphorage

On 16/02/2012, at 17:55, "Chris@..." <chris@...> wrote:

 

Hi All,
This is probably a bit wordy for a vision, but there are bits you might want to curate from my sikm-inspired blog entry from last year:

You know knowledge is being effectively managed when…


Leadership. Leaders in the organisation are role models, challenging people to ask for help, seek out, share and apply good practices this inspires curiosity and a commitment to improve.  The organisation is learning!

Learning. People instinctively seek to learn before doing.  Lessons from successes and failures are drawn out in an effective manner and shared openly with others who are genuinely eager to learn, apply and improve. Lessons lead to actions and improvement.

Networking. People are actively networking, seamlessly using formal communities and informal social networks to get help, share solutions, lessons and good practices. The boundaries between internal and external networks are blurred and all employees understand the benefits and take personal responsibility for managing the risks.

Navigation. There are no unnecessary barriers to information, which is shared by default and restricted only where necessary. Information management tools and protocols are intuitive, simple and well understood by everybody.  This results in a navigable, searchable, intelligently tagged and appropriately classified asset for the whole organisation, with secure access for trusted partners.

Collaboration. People have the desire and capability to use work collaboratively, using a variety of technology tools with confidence.  Collaboration is a natural act, whether spontaneous or scheduled.  People work with an awareness of their colleagues and use on-line tools as instinctively as the telephone to increase their productivity.

Consolidation. People know which knowledge is strategically important, and treat it as an asset.  Relevant lessons are drawn from the experience of many, and consolidated into guidelines. These are brought to life with stories and narrative, useful documents and templates and links to individuals with experience and expertise. These living “knowledge assets” are refreshed and updated regularly by a community of practitioners.

Social Media. Everybody understands how to get the best from the available tools and channels. Social media is just part of business as usual; people have stopped making a distinction. Serendipity, authenticity and customer intimacy are increasing.  People are no longer tentative and are encouraged to innovate and experiment. The old dogs are learning new tricks!  Policies are supportive and constantly evolving, keeping pace with innovation in the industry.

Storytelling. Stories are told, stories are listened to, stories are re-told and experience is shared. People know how to use the influencing power of storytelling.  Narrative is valued, captured, analysed and used to identify emergent patterns which inform future strategy.

Environment. The physical workplace reflects a culture of openness and collaboration.  Everyone feels part of what’s going on in the office.  Informal and formal meetings are easily arranged without space constraints and technology is always on hand to enhance productivity and involve participants who can be there in person.

Embedding. Knowledge management is fully embedded in people management and development, influencing recruitment and selection. Knowledge-sharing behaviours are built-into induction programmes and are evident in corporate values and individual competencies.  Knowledge transfer is part of the strategic agenda for HR. The risks of knowledge loss are addressed proactively. Knowledge salvage efforts during hurried exit interviews are a thing of the past!




On 16 Feb 2012, at 00:22, katepugh@... wrote:

Hi, Stan, Steve and everyone -
 
I love this exercise, and I'm grateful that Steve has started to "curate" this. (That's not pickling, but the way!) 
 
I would like to add a measurement piece:
 
"Associates and management can point, without hesitation, to business value from KM.
  • Lives saved.
  • Budgets salvaged.
  • Schedules met.
  • Jobs spared.
  • Innovations to market.
  • Risks mitigated.
  • Knowledge networks spreading good global health practices.
  • Laughter.
  • People going home at night at a reasonable hour, without redoing what's being done elsewhere around the globe.
This is both quantitative and narrative (thank you for your faith in the story, Steve Denning).  Even Finance has participated in measuring and appreciating the value from KM."
 
 
(And, I agree that we don't need to call it KM. People who celebrate the values might not say KM either. But credit goes where it is due.)
 
Kate
Katrina Pugh
President, AlignConsulting
Author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011)
katepugh@...
-----Original Message-----
From: Steven Wieneke <swieneke@...>
To: sikmleaders <sikmleaders@...>
Sent: Wed, Feb 15, 2012 11:01 am
Subject: Re: [sikmleaders] What is your vision for how KM should work? [1 Attachment]

 
[Attachment(s) from Steven Wieneke included below]
Hi Stan,

I like Al's and Karla's visions and have compared theirs to my own in the
attached table. I agree with Neil's add about people but believe it is an
interdependency (simultaneous requirement).

I use my list of learning and knowledge aware enterprise attributes for
before and after (general) measurements.

Regards,

Steven Wieneke
President
Enterprise Learning & Knowledge Awareness Coach
Wieneke & Wieneke, Inc.
www.elkawareness.com
cell: 248.535.0427

>
> Happy Valentine's Day!
>
> If knowledge management (or whatever you prefer to call it - knowledge
sharing, social learning, knowledge flow management, etc.) is working
really well for an organization, what does it look like, and how does it
work? Please reply with your vision for the ideal state, with as much
specific detail as possible to avoid high-level generalities.
>
> I will provide my vision later on, but I would like to hear from the
other members first. I look forward to a lively discussion.
>
> Regards,
> Stan
>
>
>

Steven Wieneke
President
Enterprise Learning & Knowledge Awareness Coach
Wieneke & Wieneke, Inc.
www.elkawareness.com
cell: 248.535.0427


Communities and Learning Manager at The Nature Conservancy

tkelso <theron.kelso@...>
 

You can view and apply for this job at:
https://careers.nature.org/psp/P91HTNC_APP/APPLICANT/HRMS/c/HRS_HRAM.HRS_CE.GBL?Page=HRS_CE_JOB_DTL&Action=A&JobOpeningId=39823&SiteId=1&PostingSeq=1

ABOUT US

The Nature Conservancy is the leading conservation organization working to make a positive impact around the world in more than 30 countries, all 50 United States, and your backyard. Founded in 1951, The mission of The Nature Conservancy is to conserve the lands and waters on which all life depends. Visit www.nature.org/aboutus to learn more.

ESSENTIAL FUNCTIONS

Support organization-wide learning around important conservation topics, including The Nature Conservancy's conservation framework, global challenges and global priorities. This includes working directly with and mentoring global teams to support the establishment and facilitation of communities of practice via CONNECT (the Conservancy's intranet and collaboration tool) and the Conservation Gateway (www.conservationgateway.org), helping implement an annual cycle of web-based features (webinars, video conferences, discussions, etc.) on important topics in conservation that engage staff, partners, trustees and others, and growing access to the Conservancy's practices and knowledge for target audiences. This position will also help the Conservancy initiate a regular practice of capturing knowledge about conservation implementation. Tracking web-based analytics and understanding these analyses (e.g., measuring the impact of collaboration facilitated through these learning opportunities, understanding user patterns, etc.) will be an important function of this position as well.

BASIC QUALIFICATIONS

Bachelor's degree and 2 years related experience or equivalent combination
Experience in an IT or knowledge management environment.
Experience with social networking tools in a professional setting, web-based analytics, usage and user adoption patterns and analysis, and with coordinating events and conferences in an online or virtual setting.
1 year of project management experience, or 1 year acting as a project lead.

PREFERRED QUALIFICATIONS

Knowledge and experience with organizational learning initiatives, collaboration in dispersed global organizations, and the role of technology to increase the speed of knowledge transfer.
Strong skills in applying and customizing social networking tools for building communities of practice, best practices associated with communities of practice, SharePoint 2010, and knowledge management technologies and practices.
Experience with web analytics. Familiarity and interest in conservation and The Nature Conservancy, innovation, and entrepreneurism.

ADDITIONAL JOB INFORMATION

Work requires only minor physical exertion and/or physical strain.
Position may require some limited travel.
Position may require some work outside of normal work hours as necessary to support Conservancy programs around the world.
This position must be based at The Nature Conservancy's offices in Boulder, Colorado and will report directly to the Knowledge Initiative Lead.

BENEFITS

The Nature Conservancy offers competitive compensation, excellent benefits, flexible work policies and a collaborative work environment. We also provide professional development opportunities and promote from within. As a result, you will find a culture that supports and inspires conservation achievement and personal development, both within the workplace and beyond.


HOW TO APPLY

To apply to position number 39823, submit resume and cover letter as one document.

All applications must be submitted in the system prior to 11:59 p.m. Eastern Time on March 1, 2012.

Failure to complete all of the required fields may result in your application being disqualified from consideration. The information entered in the education and work experience sections are auto screened by the system based on the basic qualifications of the position.

You must click submit to apply for the position. Click save if you want to be able to return to your application and submit it later. Once submitted, applications cannot be revised or edited.

EOE STATEMENT

The Nature Conservancy is an Equal Opportunity Employer.


Re: What is your vision for how KM should work? #strategy #vision

Peter West
 

Stan and interested others,

Great question. Thanks for engaging us.

KM is working really well for an organization when ... the
organization creates the conditions (and continues to refine them - in
anticipation of/response to new developments) whereby its members and
their stakeholders have access to (or the capacity to create) the
knowledge they need to make decisions and take actions that add value
to the organization and its stakeholders/shareholders. The
"conditions" vary according to organizational/situational context and
applicability, but could include (in multiple combinations and
permutations) : establishing a communities of practice; supporting
mentorship/apprenticeship programs, encouraging storytelling,
experimenting with safe-fail interventions, sharing good practices,
convening a knowledge fair, etc.

Appreciatively,
Peter West


Re: What is your vision for how KM should work? #strategy #vision

Paul McDowall
 

This is a great question, Stan. In fact I think its central to understanding our mental models and point of view wrt KM in orgs. I can't say that I've spent much time formulating a vision statement, although now that you've got me thinking,...

To add to the conversation, here's a stream of consciousness on the tangible outcome of effective use of KM principles and practices. I look at this issue from an 'outcome' point of view. As such its definitely wordy and somewhat high-level.

- The organization is widely recognized as being highly effective and efficient, both strategically and operationally, in that it achieves or exceeds its strategic goals, responds to or anticipates market changes and conditions, manages all assets and resources prudently, and demonstrates creativity, innovation, adaptability and flexibility with continuous improvement. Knowledge and healthy communication flow afferently and efferently as the key mechanism in doing work. Knowledge Management practices and principles are used and lived as essential aspects of the organizational culture ('the way we do things around here').

- Customers and clients highly value the products and/or services and a strong and meaningful relationship is evident between them.

- Stakeholders and partners highly respect the organization and are keenly engaged in the active partnerships and relational activities, especially where ideas flow.

- Leaders and managers make effective and timely decisions based on better knowledge and ideas, drawing on sound analysis and insight from all relevant individuals or groups in the organization.

- Employees are highly engaged intellectually, emotionally and socially. The mutual respect between management and staff is evident.



Undeniably, there are numerous generalities contained here, although I would argue that these aspects could each be exploded into more detailed strategies, tactics, goals, metrics, etc, as part of an effective planning process.

Thoughts?
Paul

--- In sikmleaders@yahoogroups.com, "StanGarfield" <stangarfield@...> wrote:


Happy Valentine's Day!

If knowledge management (or whatever you prefer to call it - knowledge
sharing, social learning, knowledge flow management, etc.) is working
really well for an organization, what does it look like, and how does it
work? Please reply with your vision for the ideal state, with as much
specific detail as possible to avoid high-level generalities.

I will provide my vision later on, but I would like to hear from the
other members first. I look forward to a lively discussion.

Regards,
Stan


Re: What is your vision for how KM should work? #strategy #vision

Chris@Collison.com <chris@...>
 

Hi All,
This is probably a bit wordy for a vision, but there are bits you might want to curate from my sikm-inspired blog entry from last year:

You know knowledge is being effectively managed when…


Leadership. Leaders in the organisation are role models, challenging people to ask for help, seek out, share and apply good practices this inspires curiosity and a commitment to improve.  The organisation is learning!

Learning. People instinctively seek to learn before doing.  Lessons from successes and failures are drawn out in an effective manner and shared openly with others who are genuinely eager to learn, apply and improve. Lessons lead to actions and improvement.

Networking. People are actively networking, seamlessly using formal communities and informal social networks to get help, share solutions, lessons and good practices. The boundaries between internal and external networks are blurred and all employees understand the benefits and take personal responsibility for managing the risks.

Navigation. There are no unnecessary barriers to information, which is shared by default and restricted only where necessary. Information management tools and protocols are intuitive, simple and well understood by everybody.  This results in a navigable, searchable, intelligently tagged and appropriately classified asset for the whole organisation, with secure access for trusted partners.

Collaboration. People have the desire and capability to use work collaboratively, using a variety of technology tools with confidence.  Collaboration is a natural act, whether spontaneous or scheduled.  People work with an awareness of their colleagues and use on-line tools as instinctively as the telephone to increase their productivity.

Consolidation. People know which knowledge is strategically important, and treat it as an asset.  Relevant lessons are drawn from the experience of many, and consolidated into guidelines. These are brought to life with stories and narrative, useful documents and templates and links to individuals with experience and expertise. These living “knowledge assets” are refreshed and updated regularly by a community of practitioners.

Social Media. Everybody understands how to get the best from the available tools and channels. Social media is just part of business as usual; people have stopped making a distinction. Serendipity, authenticity and customer intimacy are increasing.  People are no longer tentative and are encouraged to innovate and experiment. The old dogs are learning new tricks!  Policies are supportive and constantly evolving, keeping pace with innovation in the industry.

Storytelling. Stories are told, stories are listened to, stories are re-told and experience is shared. People know how to use the influencing power of storytelling.  Narrative is valued, captured, analysed and used to identify emergent patterns which inform future strategy.

Environment. The physical workplace reflects a culture of openness and collaboration.  Everyone feels part of what’s going on in the office.  Informal and formal meetings are easily arranged without space constraints and technology is always on hand to enhance productivity and involve participants who can be there in person.

Embedding. Knowledge management is fully embedded in people management and development, influencing recruitment and selection. Knowledge-sharing behaviours are built-into induction programmes and are evident in corporate values and individual competencies.  Knowledge transfer is part of the strategic agenda for HR. The risks of knowledge loss are addressed proactively. Knowledge salvage efforts during hurried exit interviews are a thing of the past!




On 16 Feb 2012, at 00:22, katepugh@... wrote:

Hi, Stan, Steve and everyone -
 
I love this exercise, and I'm grateful that Steve has started to "curate" this. (That's not pickling, but the way!) 
 
I would like to add a measurement piece:
 
"Associates and management can point, without hesitation, to business value from KM.
  • Lives saved.
  • Budgets salvaged.
  • Schedules met.
  • Jobs spared.
  • Innovations to market.
  • Risks mitigated.
  • Knowledge networks spreading good global health practices.
  • Laughter.
  • People going home at night at a reasonable hour, without redoing what's being done elsewhere around the globe.
This is both quantitative and narrative (thank you for your faith in the story, Steve Denning).  Even Finance has participated in measuring and appreciating the value from KM."
 
 
(And, I agree that we don't need to call it KM. People who celebrate the values might not say KM either. But credit goes where it is due.)
 
Kate
Katrina Pugh
President, AlignConsulting
Author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011)
katepugh@...
-----Original Message-----
From: Steven Wieneke <swieneke@...>
To: sikmleaders <sikmleaders@...>
Sent: Wed, Feb 15, 2012 11:01 am
Subject: Re: [sikmleaders] What is your vision for how KM should work? [1 Attachment]

 
[Attachment(s) from Steven Wieneke included below]
Hi Stan,

I like Al's and Karla's visions and have compared theirs to my own in the
attached table. I agree with Neil's add about people but believe it is an
interdependency (simultaneous requirement).

I use my list of learning and knowledge aware enterprise attributes for
before and after (general) measurements.

Regards,

Steven Wieneke
President
Enterprise Learning & Knowledge Awareness Coach
Wieneke & Wieneke, Inc.
www.elkawareness.com
cell: 248.535.0427

>
> Happy Valentine's Day!
>
> If knowledge management (or whatever you prefer to call it - knowledge
sharing, social learning, knowledge flow management, etc.) is working
really well for an organization, what does it look like, and how does it
work? Please reply with your vision for the ideal state, with as much
specific detail as possible to avoid high-level generalities.
>
> I will provide my vision later on, but I would like to hear from the
other members first. I look forward to a lively discussion.
>
> Regards,
> Stan
>
>
>

Steven Wieneke
President
Enterprise Learning & Knowledge Awareness Coach
Wieneke & Wieneke, Inc.
www.elkawareness.com
cell: 248.535.0427


Re: What is your vision for how KM should work? #strategy #vision

katepugh@...
 

Hi, Stan, Steve and everyone -
 
I love this exercise, and I'm grateful that Steve has started to "curate" this. (That's not pickling, but the way!) 
 
I would like to add a measurement piece:
 
"Associates and management can point, without hesitation, to business value from KM.
  • Lives saved.
  • Budgets salvaged.
  • Schedules met.
  • Jobs spared.
  • Innovations to market.
  • Risks mitigated.
  • Knowledge networks spreading good global health practices.
  • Laughter.
  • People going home at night at a reasonable hour, without redoing what's being done elsewhere around the globe.
This is both quantitative and narrative (thank you for your faith in the story, Steve Denning).  Even Finance has participated in measuring and appreciating the value from KM."
 
 
(And, I agree that we don't need to call it KM. People who celebrate the values might not say KM either. But credit goes where it is due.)
 
Kate
Katrina Pugh
President, AlignConsulting
Author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011)
katepugh@...

-----Original Message-----
From: Steven Wieneke
To: sikmleaders
Sent: Wed, Feb 15, 2012 11:01 am
Subject: Re: [sikmleaders] What is your vision for how KM should work? [1 Attachment]

 
[Attachment(s) from Steven Wieneke included below]
Hi Stan,

I like Al's and Karla's visions and have compared theirs to my own in the
attached table. I agree with Neil's add about people but believe it is an
interdependency (simultaneous requirement).

I use my list of learning and knowledge aware enterprise attributes for
before and after (general) measurements.

Regards,

Steven Wieneke
President
Enterprise Learning & Knowledge Awareness Coach
Wieneke & Wieneke, Inc.
www.elkawareness.com
cell: 248.535.0427

>
> Happy Valentine's Day!
>
> If knowledge management (or whatever you prefer to call it - knowledge
sharing, social learning, knowledge flow management, etc.) is working
really well for an organization, what does it look like, and how does it
work? Please reply with your vision for the ideal state, with as much
specific detail as possible to avoid high-level generalities.
>
> I will provide my vision later on, but I would like to hear from the
other members first. I look forward to a lively discussion.
>
> Regards,
> Stan
>
>
>

Steven Wieneke
President
Enterprise Learning & Knowledge Awareness Coach
Wieneke & Wieneke, Inc.
www.elkawareness.com
cell: 248.535.0427


Re: What is your vision for how KM should work? #strategy #vision

Giovanni Piazza
 


IMHO, an organization can be considered successful in Km if it can describe yourself like this:
 
"One global community, united by an uninterupted flow of information, connected beyond boundaries, enabled by world class technology, sharing the daily product of its efficient practice and open to the influx of worldwide content."
 
G.


Re: What is your vision for how KM should work? #strategy #vision

Simard, Albert <albert.simard@...>
 

Neil –

 

Thanks for the kudos.  Anything that I post belongs to the community, so feel free to adapt it as you deem appropriate.  And, of course, people have to be the heart of successful KM.  

 

FYI – that formulation didn’t just spring up from thin air.  I’ve been working on a knowledge agenda (strategic framework for KM) for about a year.  It is only by assembling all the bits and pieces that the larger picture emerged.  Stan’s challenge enticed me to reduce it to an “elevator pitch.”

 

I’d stick with “People are respected, trusted, and valued.”  (and use it as the first sentence.)

 

Albert J. Simard, Ph.D.

Knowledge Manager / Gestionnaire du savoir

 

Defence R&D Canada - / R&D pour la defense Canada

305 Rideau St., 9th floor - AH11 / 305 rue Rideau, 9 ieme etage -AH11

Ottawa, Ontatio K1A 0K2

Canada

Tel: 613-943-3501   Fax: 613-996-7063

e-mail: albert.simard@...

 


From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Neil Olonoff
Sent: Wednesday, February 15, 2012 9:08 AM
To: sikmleaders@...
Subject: Re: [sikmleaders] What is your vision for how KM should work?

 

 

Al, 

 

I think that simple paragraph is a wonderful formulation. I'd like to "borrow" it for my KM strategic plan. 

 

If I could add anything, it would be a modest statement about the way people feel and are valued within the organization: something like -- 

 

"People are respected and trusted. Their tacit knowledge is accepted as the  key source of value in the organization."  

 

Best regards, 

 

Neil 

Neil Olonoff 

Neil Olonoff,  Knowledge Manager (CTR)

Army Medicine, Office of the CIO

Office (703)681-3300  DSN 761  BB: (571)289-4046 

Mail:  AMEDD OCIO, OTSG IMD, SKY6

5109 Leesburg Pike, Ste 595B, Falls Church, VA 22041-3258

neil.olonoff@... 



On Tue, Feb 14, 2012 at 4:20 PM, Simard, Albert <albert.simard@...> wrote:

 

What a great challenge, Stan!

 

You ask for a vision statement with specific details. IMHO, these are mutually exclusiveJ!  My rule is that a vision statement shouldn’t exceed 30 words.  Yes, I know, at 35 words, I broke my own rule, but what’s a dialogue for, anyways!   Here’s my go at it.

 

Knowledge is the core strategic resource; Knowledge flows efficiently from creation to application; Knowledge work is productive and leveraged for multiple uses; Knowledge products and services support organizational competitiveness; Learning and adaptation ensure organizational sustainability.

 

The statement is really is a collection of five bullets.   I haven’t strung it together as a sentence yet.  

 

Say what one will, upon that set of statements, I have constructed a knowledge services agenda for Defence R&D Canada.  At 226 pages, it has more detail than anyone would care to read.  

 

Al Simard


.

 


Re: What is your vision for how KM should work? #strategy #vision

Steven Wieneke <swieneke@...>
 
Edited

Hi Stan,

I like Al's and Karla's visions and have compared theirs to my own in the
attached table. I agree with Neil's add about people but believe it is an
interdependency (simultaneous requirement).
Vision Comparison https://groups.io/g/SIKM/files/Attachments//Vision+Comparison.pdf

I use my list of learning and knowledge aware enterprise attributes for
before and after (general) measurements.

Regards,

Steven Wieneke
President
Enterprise Learning & Knowledge Awareness Coach
Wieneke & Wieneke, Inc.
www.elkawareness.com
cell: 248.535.0427



Happy Valentine's Day!

If knowledge management (or whatever you prefer to call it - knowledge
sharing, social learning, knowledge flow management, etc.) is working
really well for an organization, what does it look like, and how does it
work? Please reply with your vision for the ideal state, with as much
specific detail as possible to avoid high-level generalities.

I will provide my vision later on, but I would like to hear from the
other members first. I look forward to a lively discussion.

Regards,
Stan



Steven Wieneke
President
Enterprise Learning & Knowledge Awareness Coach
Wieneke & Wieneke, Inc.
www.elkawareness.com
cell: 248.535.0427


Job Opening: Knowledge Manager at Epsilon in Wakefield MA #jobs

Sharon Wilson
 

Knowledge Manager is a newly created role at Epsilon.

https://myhr.alliancedata.com/psp/careers/CAREERS/HRMS/c/HRS_HRAM.HRS_CE.GBL?Page=HRS_CE_JOB_DTL&Action=A&JobOpeningId=13188&SiteId=1&PostingSeq=1

About Us

Epsilon's Digital Solutions group needs talented, driven and creative people to join its next-generation engineering team to implement our cutting-edge marketing vision of the future. Enjoy the excitement and flexibility of working for a `start up' with the security, confidence, and support of a world class marketing corporation. You will have the opportunity to work with a nimble, dedicated team developing our next-generation platform using the latest technologies and frameworks. Your opportunities for career growth and personal development in this fast-paced, high-profile and rewarding environment are unbounded. Talk to us and learn more about our vision and how we are changing the face of marketing as you know it.

 

 


 

About the Opportunity

 

The Knowledge Manager will implement and manage a new knowledge base system. The candidate will be responsible for the overall strategy, organization, quality, and accessibility of information in the knowledge base. A key requirement of this position is the ability to consult on and implement online formal and social knowledge management solutions including a Knowledge Base, discussion forums, wikis, and blogs. This position is expected to guide the strategy and architecture of the information provided by these solutions and to create standards for information creation and delivery to enhance user experience and reuse. This position also functions as a primary administrator of these tools.

The ideal candidate is a self-starter who requires little supervision and is comfortable working with a variety of user groups to implement a Knowledge Base solution, including guiding the organization of content within the tool and best practices for information sharing. Must be organized and thrive in a very fast paced environment.

 


 

Responsibilities

 

• Implement knowledge sharing systems and processes across the organization, including client-facing initiatives

• Implement both formal and informal knowledge transfer and management tools, including a knowledge base, discussion forums, wikis, and blogs

• Act as a champion for knowledge sharing and manage the community of stakeholders around specific products

• Create tools to collect and standardize information currently available in various systems and formats (e.g., Word documents and HTML)

• Create templates for formal information dissemination

• Define key metrics, measure performance, and provide recommendations for enhanced user adoption

 


 

Qualifications

 

• Bachelors degree in Computer Science, Technical Communication, or equivalent discipline.

• 6+ years experience implementing and managing knowledge systems including information architecture and project management

• Experience implementing social knowledge transfer tools such as wikis, blogs, and chats strongly preferred

• Experience using the Microsoft Office suite, in particular PowerPoint to communicate project status and recommendations

• Ability to work with all levels of staff including presenting to senior management

• Excellent communication skills

 


 

Compensation and Benefits

 

Alliance Data offers a competitive salary, a comprehensive selection of benefit options including 401(k).


Re: What is your vision for how KM should work? #strategy #vision

Neil Olonoff
 

Al, 

I think that simple paragraph is a wonderful formulation. I'd like to "borrow" it for my KM strategic plan. 

If I could add anything, it would be a modest statement about the way people feel and are valued within the organization: something like -- 

"People are respected and trusted. Their tacit knowledge is accepted as the  key source of value in the organization."  

Best regards, 

Neil 

Neil Olonoff 

Neil Olonoff,  Knowledge Manager (CTR)

Army Medicine, Office of the CIO

Office (703)681-3300  DSN 761  BB: (571)289-4046 

Mail:  AMEDD OCIO, OTSG IMD, SKY6

5109 Leesburg Pike, Ste 595B, Falls Church, VA 22041-3258

neil.olonoff@... 




On Tue, Feb 14, 2012 at 4:20 PM, Simard, Albert <albert.simard@...> wrote:
 

What a great challenge, Stan!

 

You ask for a vision statement with specific details. IMHO, these are mutually exclusiveJ!  My rule is that a vision statement shouldn’t exceed 30 words.  Yes, I know, at 35 words, I broke my own rule, but what’s a dialogue for, anyways!   Here’s my go at it.

 

Knowledge is the core strategic resource; Knowledge flows efficiently from creation to application; Knowledge work is productive and leveraged for multiple uses; Knowledge products and services support organizational competitiveness; Learning and adaptation ensure organizational sustainability.

 

The statement is really is a collection of five bullets.   I haven’t strung it together as a sentence yet.  

 

Say what one will, upon that set of statements, I have constructed a knowledge services agenda for Defence R&D Canada.  At 226 pages, it has more detail than anyone would care to read.  

 

Al Simard


.



Re: What is your vision for how KM should work? #strategy #vision

karla Phlypo-Price
 

My vision would be that
1. I see an agenda item an every CoP agenda on learning and knowledge transfer or creation.
By virtue of having evidence of the word knowledge transfer or creation I know that the culture has integrated learning and care about how knowledge flows.

2. I see common uses for words among cross functional groups when collaborating. Meaning that there has been an effort to understand diverse perspective of others outside their CoP.

3. I see a clear appreciation for context within knowledge exchanges.

4. I see an understanding that sometimes explicit knowledge needs to be captured (when dealing with technical understanding) and evidence of some kind of repository that is common for all to use, update and contribute to.

5. I see upper management openly using the same methods as everyone else. Running their meetings with the same agenda item contributing to the explicit knowledge. Promoting wisdom and incorporating the wisdom from many voices.

finally,
6. I see a list by specialization on a shared intranet that has all the experts, and enthusiast etc. so that others can find them easily.

Kindly,
Karla Phlypo-Price


Re: What is your vision for how KM should work? #strategy #vision

Matt Moore <innotecture@...>
 

So riffing off Jack Vinson, I'm interested what people complain about because when things are working well, no one says anything.
 
What would I like people to complain about?
- "People can find me too easily. And they seem to know what I'm good at and what my experiences have been. It's unnerving."
- "We can quickly find what the gaps in our information base are - and I don't like finding gaps."
- "We seem to be sharing a lot of our IP among ourselves - even with our customers and partners sometimes. I'm worried about the leakage risks here."


Re: What is your vision for how KM should work? #strategy #vision

Cory Banks
 

My vision of what KM would look like if it were working real well in an organisation... hmmmm..

  1. They wouldn't know they are doing it
    Along these lines people wouldn't know that what they are doing is called knowledge management.
    They do what feels right and what works and it just so happens that someone else calls that KM.

  2. Open not closed
    We communicate openly and shout it to the void. We are open that others might have a better idea or be able to take your idea and improve on it.
    We are open to taking others needs and ideas and building on those.
    We monitor the feed/stream and see where we can contribute (leads onto the next point). 

  3. Supportive
    People keep an eye out for each other and offer assistance when needed.
    They are not dominated by achieving their own personal targets but are focussed on a higher level of success of the project, team, group, organisation, community.

  4. Information Literate
    People know where to find what they need and know who to go to to get it. 
    Good communication, cooperation and collaboration behaviours are inherent.

  5. They are successful!
    The organisation and it's people make better decisions and provide innovative solutions that set them apart from their competitors/peers.
    The engage with their colleagues, customers/consumers and partners to solve problems.

Thanks

Cory Banks



On 15 February 2012 05:52, StanGarfield <stangarfield@...> wrote:
 


Happy Valentine's Day!

If knowledge management (or whatever you prefer to call it - knowledge
sharing, social learning, knowledge flow management, etc.) is working
really well for an organization, what does it look like, and how does it
work? Please reply with your vision for the ideal state, with as much
specific detail as possible to avoid high-level generalities.

I will provide my vision later on, but I would like to hear from the
other members first. I look forward to a lively discussion.

Regards,
Stan



Re: What is your vision for how KM should work? #strategy #vision

Jack Vinson <jackvinson@...>
 

If it's working well in an organization, I would expect to see evidence like:
* people asking "dumb" or "naive" questions and getting useful answers from people they don't necessarily know
* projects (knowledge work) are getting better and better in terms of speed-of-completion

We had a very similar discussion last spring, and I wrote a "top ten" on my blog:
http://blog.jackvinson.com/archives/2011/04/20/what_is_your_evidence_of_knowledge_management.html

Best-

Jack


On Tue, Feb 14, 2012 at 2:52 PM, StanGarfield <stangarfield@...> wrote:

Happy Valentine's Day!

If knowledge management (or whatever you prefer to call it - knowledge
sharing, social learning, knowledge flow management, etc.) is working
really well for an organization, what does it look like, and how does it
work? Please reply with your vision for the ideal state, with as much
specific detail as possible to avoid high-level generalities.

I will provide my vision later on, but I would like to hear from the
other members first. I look forward to a lively discussion.

Regards,
Stan




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Re: What is your vision for how KM should work? #strategy #vision

Simard, Albert <albert.simard@...>
 

What a great challenge, Stan!

 

You ask for a vision statement with specific details. IMHO, these are mutually exclusiveJ!  My rule is that a vision statement shouldn’t exceed 30 words.  Yes, I know, at 35 words, I broke my own rule, but what’s a dialogue for, anyways!   Here’s my go at it.

 

Knowledge is the core strategic resource; Knowledge flows efficiently from creation to application; Knowledge work is productive and leveraged for multiple uses; Knowledge products and services support organizational competitiveness; Learning and adaptation ensure organizational sustainability.

 

The statement is really is a collection of five bullets.   I haven’t strung it together as a sentence yet.  

 

Say what one will, upon that set of statements, I have constructed a knowledge services agenda for Defence R&D Canada.  At 226 pages, it has more detail than anyone would care to read.  

 

Al Simard


.


What is your vision for how KM should work? #strategy #vision

Stan Garfield
 

Happy Valentine's Day!

If knowledge management (or whatever you prefer to call it - knowledge
sharing, social learning, knowledge flow management, etc.) is working
really well for an organization, what does it look like, and how does it
work? Please reply with your vision for the ideal state, with as much
specific detail as possible to avoid high-level generalities.

I will provide my vision later on, but I would like to hear from the
other members first. I look forward to a lively discussion.

Regards,
Stan


Job Opening: KM Program Manager #jobs

Stan Garfield
 

If you are interested, contact Nichole directly.  If not, please forward to anyone who might be interested.

 

From: Nichole Lopez-Riley nlopezriley@...

 

My name is Nichole Lopez-Riley and I am the Recruitment Manager for TNTP.

 

TNTP is a national nonprofit committed to ending the injustice of educational inequality. Founded by teachers in 1997, TNTP works with schools, districts and states to provide excellent teachers to the students who need them most and advance policies and practices that ensure effective teaching in every classroom.

 

We are currently seeking a full-time Program Manager, Knowledge Management for the Strategy and Operations Team. The successful candidate will be an innovative, creative thinker who is enthusiastic about making improvements and sharing knowledge. The location of this position is flexible and may be based in the central TNTP office in Brooklyn, New York or from a home office anywhere in the United States.

 

For full job descriptions, please visit: http://bit.ly/wl21dl

 

My role is to find outstanding talent to apply for our currently open positions. I was wondering if you had any contacts in mind that you would recommend we reach out to about this job? Any information would be greatly appreciated.

 

Thank you,

 

Nichole Lopez-Riley

Recruitment Manager
Human Capital
TNTP


(512) 518-3798 |nlopezriley@...| tntp.org


True Tales of the Trout Cod - using story to communicate science #storytelling

Nerida Hart
 

Dear all

I am thrilled to be able to share the results of the latest project I have been on with the Australian River Restoration Centre.  True Tales of the Trout Cod : River Histories of the Murray-Darling basin is now live.  This has got to be one of the best examples of using story to communicate science that i have come across and I am so proud to have been part of it all.

You can connect to the web site at http://australianriverrestorationcentre.com.au/mdb/troutcod/ where you will find the full research book, a series of booklets which are catchment by catchment and a series of videos covering each catchment and the the librarians on this list please note Will Trueman's accolade of the National Library of Australia Trove project.  If ever we needed evidence of how important the Trove project really is Will gives us how he used Trove to complete this major piece of work.  See http://www.youtube.com/watch?v=CoHLy1UQU8A

We would love to get your feedback on the site and the contents.

Regards

Nerida
--
Nerida Hart
HartKnowledge Consulting
PO Box 483
Queanbeyan NSW 2620
Phone +61 418 423 270
Skype neridahartau
Twitter neridahart
Web http://hartknowledge.com.au
 

I don't want to get to the end of my life & find I lived just the length of it. I want to have lived the width of it as well. -Diane Ackerman

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