Date   

Remote Job Opening: Assistant Director, Knowledge Solutions Lead, Astellas (Pharmaceutical) #jobs

TJ Hsu
 

Hi everyone,
I'm hiring for a digital workplace strategist and product manager. As Assistant Director, Knowledge Solutions Lead, you'll work with me to define and create the future at Astellas, one of the best companies to work for in pharma. Remote candidates will be considered!

If you or someone you know may be interested, please have them apply or contact me directly. Thank you!

https://astellascareers.jobs/northbrook-il/assistant-director-knowledge-solutions-lead/303AEBC37A18447EA7895E35D66E062D/job/

T.J. Hsu
Director of Knowledge Management
https://www.linkedin.com/in/HsuThomas
thomas.hsu@...


"Advancing your change" - Course with John Hovell and Dr. Sharon Varney #learning

Ginetta Gueli
 

Dear SIKM Leaders friends,
John Hovell will lead an interesting course on L&D, coaching, knowledge management, change management and continuous improvement at the end of this month.

The course is organized in cooperation with the Henley Business School and the client is UNICEF  
and I found it might be of your interest :-)

More info in the attached leaflet!

Enjoy it and all the best,
Ginetta

--
Ginetta Gueli
Information & Knowledge Manager | Project Manager


FHI 360 hiring Associate Director, Knowledge Management and Strategic Communications #jobs

Sarah Brittingham
 

Greetings KM colleagues,
We have an opportunity available in the Research Utilization unit at FHI 360 for a senior knowledge management professional. Please take a look and share with your networks.
FHI 360 hiring Associate Director, Knowledge Management and Strategic Communications in Durham, North Carolina, United States | LinkedIn
Many thanks,
Sarah Brittingham
Technical Officer, Research Utilization, FHI 360


Looking for a new job challenge in the “Information & Knowledge Management” space. #jobs #personal

Ginetta Gueli
 

Dear SIKM members,

my name is Ginetta Gueli and some of you know me, but for those who do not, let me briefly present.

I have more than 15 years of experience in the field as "Information & Knowledge Manager". In particularly in the latest years I have been responsible to lead digitalization projects (in one case also reporting directly to the CEO), as well as to initiate and carry out knowledge management initiatives in order to improve information sharing, team cooperation and value-added services for the organization’s customers.

At the moment I am cooperating, among other things, with a professor from the University of Rome Tor Vergata on a practical university research aimed at understanding the impact of AI on knowledge management processes.

As I am actively looking for a new job opportunity, I am reaching the entire community in case some of you is in search of a professional like me or as full staff member (preferred) or as independent consultant (I can invoice at international level).

Some of my hard skills are: Knowledge Management ● Project Management ● Knowledge Maps and Social Network Analysis ● Business process analysis ● Workflow reengineering ● Research and analysis ● Intelligence initiatives ● Data Management ● IT platform implementations and integration ● CoP ● Team coordination and training ● Budget management ● Change management ● Presentations

You can find more info about me on my SIKM profile (https://sikm.groups.io/g/main/profile/4653806) or on LinkedIN (https://www.linkedin.com/in/ginetta-gueli-7800306/). I can also share my CV with anyone who is interested to have the details of my background and I will be always happy to have a “get to know each other call” or an interview 😊.

Thank you for your positive consideration and all the best,

Ginetta


--
Ginetta Gueli
Information & Knowledge Manager | Project Manager


Re: Effective Knowledge Capture during initial KB setup in a IT support environment #call-center #knowledge-capture

Elizabeth Raju
 

Thank you so much for your wonderful ideas, Dennis! I appreciate it. Yes, by triage I meant assigning priorities to the requests or calls.

 
Your first point very much aligns with the KCS concept which we would be using in our running phase.

 

 

I would like to classify our knowledge capture into three phases:

  1. During the initial stage i.e. onboarding – a phase when we are setting up things, figuring out services we will be providing and what kind of issues may come up as calls to service desk.
  2. During the running phase – that’s when the support desk is setup and the calls starts coming in – here the unknown becomes the known through calls we receive.
  3. Service improvement phase – improve and derive value out of the already known.

I am looking for knowledge capture for the first phase (initial stage) when we have more of unknown and need to capture assuming certain parameters. A way to know what the customers may ask or what issues may arise before starting the support. Just want to find a method to drill down to those parameters using existing resources.

Thank you so much!
Elizabeth

 


Re: Effective Knowledge Capture during initial KB setup in a IT support environment #call-center #knowledge-capture

Dennis Thomas
 

Hello Elizabeth,

When you use the term “triage” I take it that you are referring to a variety of incoming calls that range over broad categories of questions/answers?

First, I understand the content aggregation process you plan, and secondly, I think I understand the technical functions that would be required to deliver the solution.   

(1) A true triage system is about sorting questions into categories.  It assumes that the end solution/answer is unknown.  That through a series of questions and answers, the system will weave through the Q&A maze resulting in a precise answer, or a most probable answer.  All the agent has to do is to get the top category of the modeled on their screen. 
  • Given this, a triage model would have to be broken down into isolated (standalone) categories and sub-categories with each category and sub-category having its own questions which when answered, automatically displays the next category's questions.    Do you have a fever?  Yes, No.  Is the fever over 100º?  Do you have a rash?  Yes, no. etc.  
  • This model is a non-linear process model.  
  • The point is that the customer’s answer to each question redirects the answer process. This equates to the machine functioning as a rational human being. 
(2) Another technical model could be a continuous flow model.  This model is typical of a waterfall model that simply requires a user to click through a series of questions and answers that are connected together in a unified structure.   The typical waterfall model has clearly defined interconnecting steps that ultimately arrives at a definitive answer.  So if your client’s customers ask the same questions, that ultimately end at the same answer, then this model might be a best option for you. 

(3) The other, and more labor intensive, and less intelligent solution is the search and display model.   Search topic: “system not working”  Result: an article is displayed relating the question that instructs the agent how to answer the call.  

If I have to call customer support for personal or business reasons, I most always ask the question, "what else is it that I need to know?"  In most cases, this question totally stumps the agent.  The reason for this is because they are being treated as robots, or an extension of the technology they are using, and they don’t how how to respond beyond what they are being told.  

For this reason, I like model one or two because both the agent and the customer gain insight and understanding into the question/answer as they use those models. 

Dennis L. Thomas
IQStrategix
(810) 662-5199

Leveraging Organizational Knowledge 



On September 4, 2021 at 10:04:51 AM, Elizabeth Raju (elizabethraju@...) wrote:

Hello everyone,

I am big fan of this community and follow the comments by the brilliant KMers from around the world.

Request:

I am writing to get your valuable suggestions on effective knowledge capture in a Service Desk setup.
This question is specifically for the on-boarding phase knowledge capture (initial kb setup).

Background:
We are creating a tech support desk for a client. As a part of this I will be taking over clients knowledge capture to help triage calls and issues. 
As part of the initial knowledge capture, I want to make sure that no clutter is created. There is a lot of information obtained in raw form, just want to separate chaff from the grain.

I want to create a KB which is useful and avoid creation of unwanted knowledge as much as possible. How do I go about it?


Just to give an idea:

I am thinking as below:

Capture through previous experience

  1. Use reports to understand the top issue drivers in the service area and focus knowledge capture in that direction
  2. Take advantage of the already existing support groups (SD agents) to understand the trends in issues encountered (committee formation/collaboration).
  3. Understand from the client themselves what kind of issues they generally encounter

Use the above three as the base to setup the KB.

 


I would like to hear from you –  other ideas, your suggestions and experiences.

 

Thank you so much!

Elizabeth


Effective Knowledge Capture during initial KB setup in a IT support environment #call-center #knowledge-capture

Elizabeth Raju
 

Hello everyone,

I am big fan of this community and follow the comments by the brilliant KMers from around the world.

Request:

I am writing to get your valuable suggestions on effective knowledge capture in a Service Desk setup.
This question is specifically for the on-boarding phase knowledge capture (initial kb setup).

Background:
We are creating a tech support desk for a client. As a part of this I will be taking over clients knowledge capture to help triage calls and issues. 
As part of the initial knowledge capture, I want to make sure that no clutter is created. There is a lot of information obtained in raw form, just want to separate chaff from the grain.

I want to create a KB which is useful and avoid creation of unwanted knowledge as much as possible. How do I go about it?


Just to give an idea:

I am thinking as below:

Capture through previous experience

  1. Use reports to understand the top issue drivers in the service area and focus knowledge capture in that direction
  2. Take advantage of the already existing support groups (SD agents) to understand the trends in issues encountered (committee formation/collaboration).
  3. Understand from the client themselves what kind of issues they generally encounter

Use the above three as the base to setup the KB.

 


I would like to hear from you –  other ideas, your suggestions and experiences.

 

Thank you so much!

Elizabeth


Re: Business Case for CoP Participation #CoP #value

Stan Garfield
 

I erroneously edited the following reply (changing "Rob Cross" to "Richard Cross"), so I am restoring it in its original, correct form. There are three different KMers with the last name "Cross" - Richard Cross, Rob Cross, and the late Jay Cross.

---------- Restored message ---------
From: Valdis Krebs
Date: Tue, Aug 31, 2021 at 6:21 PM
Subject: Re: [SIKM] Business Case for CoP Participation #CoP #value


My experience also with the ROI and measuring the "soft stuff" -- agree with Rob Cross.  Person asking those questions is usually afraid s/he (usually a he) won't be able to justify that action if something goes wrong... probably afraid of what their boss will say, and doing the activity/intervention only to check a box, not to find out what is really going on.


Valdis

Valdis Krebs
Orgnet, LLC
http://orgnet.com/about.html

valdis@orgnet.com


Re: Business Case for CoP Participation #CoP #value

Raquel Balceiro
 

Hi, everyone,

I never imagined that you would bring me so many and such good thoughts for my presentation. It's wonderful to be in a community where people disagree and bring points of view that enrich the discussion and open our minds to other perspectives.

Certainly, this exercise that I was able to witness gave me extra insights for the presentation and I appreciate the generosity of each one of you. 

For those concerned about my family, they are slowly improving from the covid. Thank you all!

Greetings.

Raquel Balceiro

Petrobras

 


Em ter., 31 de ago. de 2021 às 07:25, Robert M. Taylor via groups.io <Robertmartintaylor=btinternet.com@groups.io> escreveu:

Raquel, you've had some great answers already. I've faced the same question. I just want to share with the audience my reflection on this question of 'proving the business value of communities'. My reflection is that it's asking you to prove the business value of people working together, having a helper network, sharing ideas and experiences and so on - - such fundamental things that (even though I do and have answered the question in sensible ways) I really wonder if even being asked to justify these things isn't really something we should see less as a request for information and more a signal of a culture. We're probably not asking what is the business value of having electric lighting in the office, but we're asking what is the business value of collaboration? It's a signifier of a culture. Because when people can get help from each other they do things better, faster, with less errors, with faster innovation, with unexpected additional information also being added; they build trusted networks; they feel good; after a while they self-organise to determine how to mature, standardise and advance their practice. So, that was my reflection. I always answer the question sensibly and you've had some great input on that already. I also always think to myself that I can hardly believe I have to justify something so obvious and that the fact that I do must signify some resistance that many other uncosted activities and expenses do not.


Re: Workflow support of triage and sensemaking to ensure collected knowledge is reused #question #knowledge-reuse

Raquel Balceiro
 

Hi, Stan,

At Petrobras, we are always concerned about how to perpetuate knowledge in engineering processes and projects, mainly. Once we collected knowledge in workshops where we gathered the workforce involved in that project or process, these knowledge items received treatment and were analyzed by a team that made combinations with the knowledge contained in the organization's knowledge bases.


Since the Subject Matter Experts evaluated that this knowledge should be disseminated, they were either rewritten in the form of Lessons Learned and Points of Attention, and became available to teams from other projects, or they were incorporated into procedures, checklists, in our Management Manual, or in the Anomaly Management systems, in such a way that we avoid redundancies, but, at the same time, we could improve organizational practices with good local practices.


Subsequently, through the Community of Practices, employees began to send their Lessons Learned, Good Practices and Points of Attention to a specific SME, identified through a previous taxonomy. Thus, as the knowledge items were submitted, they were immediately evaluated and incorporated, if applicable, not requiring a workshop to collect them.


When contributions decreased, knowledge management teams started an interview process to collect these knowledge items, so that the knowledge generated in a project or process was not restricted among the collaborators involved.


Regards,


Raquel Balceiro

Petrobras


Em dom., 29 de ago. de 2021 às 08:08, Stan Garfield <stangarfield@...> escreveu:

I received this question in response to my latest blog post on workflow process. How would you respond?

>Wondering about the process of maintaining (prioritizing) captured knowledge. For example, with each project manager submitting a lessons learned summary for each project, how does the workflow support triage and sensemaking to ensure collected knowledge is put to best use?


Re: Workflow support of triage and sensemaking to ensure collected knowledge is reused #question #knowledge-reuse

 

Hey Retha!

 

Thank you for your interest in this.  Your perspective appreciated.

 

Quick Summary: Increasing context in knowledge transfer increases the opportunity for better understanding, application, and use/reuse.  For example, (top) F2F is very effective at communicating high level concepts and complexity, like between an SME/knowledge seeker whereas (bottom) search/find/repository access for a knowledge seeker could likely be less effective because the context of the learned lesson or insight might not be readily apparent nor understand. Interactive knowledge repositories, for example, with rich and varied content bridges the gap between F2F and repository challenges for real time collaboration and knowledge sharing particularly if sources of knowledge provided are detailed for follow up. This does not cover all scenarios but the concepts have proven valuable to clients over the years in demonstrating value creation from (one’s own) knowledge.

 

Glad to discuss this further if you wish. 

 

Bill

 

 

  

 

Learn more about the solutions and value we provide at www.workingknowledge-csp.com

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Retha Prinsloo via groups.io
Sent: Wednesday, September 1, 2021 04:31
To: main@SIKM.groups.io
Subject: Re: [SIKM] Workflow support of triage and sensemaking to ensure collected knowledge is reused #question #knowledge-reuse

 

Hi Bill,

I like the concept of info + experience as it can hopefully connect the potential user with the person/s who experienced and learnt from a situation.

We built a large knowledge portal a few years ago & recognized that the author or person who uploaded the documents or links to videos, were not necessarily the subject matter expert (SME). We thus created options to add the names of SMEs, both external persons or company names as well as employees' names. It was a solution built on MS SharePoint, so the status indicator made it easy for someone accessing the portal to click & reach out to an SME via an instant message or one of the other contact mechanism in the directory. The search indexing also indexed the metadata so searching for an SME name would retrieve content that did not necessarily include the person's name, but that was associated with the SME.

Please share some insights on the “Friction of Knowledge Transfer” facing knowledge users. I think all of us on this forum can learn from it.

Appreciated
Retha


Re: Workflow support of triage and sensemaking to ensure collected knowledge is reused #question #knowledge-reuse

Retha Prinsloo
 

Hi Bill,

I like the concept of info + experience as it can hopefully connect the potential user with the person/s who experienced and learnt from a situation.

We built a large knowledge portal a few years ago & recognized that the author or person who uploaded the documents or links to videos, were not necessarily the subject matter expert (SME). We thus created options to add the names of SMEs, both external persons or company names as well as employees' names. It was a solution built on MS SharePoint, so the status indicator made it easy for someone accessing the portal to click & reach out to an SME via an instant message or one of the other contact mechanism in the directory. The search indexing also indexed the metadata so searching for an SME name would retrieve content that did not necessarily include the person's name, but that was associated with the SME.

Please share some insights on the “Friction of Knowledge Transfer” facing knowledge users. I think all of us on this forum can learn from it.

Appreciated
Retha


Re: Business Case for CoP Participation #CoP #value

Tim Powell
 

Few avoid the ROI discussion forever.  If you do, you’re just lucky.  It’s far better to be smart than risk being lucky – so you’re not blindsided, and have that discussion on your terms.

 

Things like “wellness” certainly can be quantified!  If it could not, however would the (very profitable) health insurance industry function?  And so on, you get the idea…

 

tp

 

TIM WOOD POWELL | President, The Knowledge Agency® | Author, The Value of Knowledge |

New York City, USA  |  TEL +1.212.243.1200 | 

SITE www.KnowledgeAgency.com | BLOG www.KnowledgeValueChain.com |

 

 

From: <main@SIKM.groups.io> on behalf of "Murray Jennex via groups.io" <murphjen@...>
Reply-To: "main@SIKM.groups.io" <main@SIKM.groups.io>
Date: Tuesday, August 31, 2021 at 4:36 PM
To: "nick.milton@..." <nick.milton@...>, "main@SIKM.groups.io" <main@SIKM.groups.io>
Subject: Re: [SIKM] Business Case for CoP Participation #CoP #value

 

I agree with Nick, we aren't going to be able to avoid the roi discussion so we need to be prepared with at least a value discussion, and be prepared to propose some measures of value for esoteric values like wellness and other ideas....murray

-----Original Message-----
From: Nick Milton <nick.milton@...>
To: main@SIKM.groups.io
Sent: Tue, Aug 31, 2021 11:24 am
Subject: Re: [SIKM] Business Case for CoP Participation #CoP #value

Respectfully, I disagree. I think the ROI conversation is not necessarily a hostile one, but may be someone looking for a logical reason to support an emotional feeling (“I sort of like this idea, but need to make sure it makes good business sense”). You can call this CYA, or you can call it engaging minds as well as hearts.

 

I would suggest that you can look on the ROI conversation as an opportunity. You could ask to work with the person to (for example) look at the costs incurred by not managing knowledge (repeated mistakes, best practices not developed or applied, inconsistent performance levels, unhappy customers, lost capability as people retire, slow expensive onboarding etc). Very quickly you tend to find that these costs far outweigh any investment needed in KM. Then you ask for support to run a pilot to test the delivery of value, by using KM (and knowledge) to solve a business issue.

 

The ROI request is an opportunity to engage at a high level, and to agree a next step.  

 

 

Nick Milton

 

 

From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Stan Garfield
Sent: 31 August 2021 12:53
To: main@SIKM.groups.io
Subject: Re: [SIKM] Business Case for CoP Participation #CoP #value

 

Robert, that's a very important point. Richard Cross wrote, "Never trust someone who says 'Show me the ROI' or 'You can only manage what you measure.' Anthropologists maintain that in every culture there are apparently rational questions that mask hostile intent. 'Show me the ROI' or 'Yes, but how do you measure it?' generally fall into this category. When confronted with these types, start to get alarmed."


Re: Business Case for CoP Participation #CoP #value

Murray Jennex
 

I agree with Nick, we aren't going to be able to avoid the roi discussion so we need to be prepared with at least a value discussion, and be prepared to propose some measures of value for esoteric values like wellness and other ideas....murray


-----Original Message-----
From: Nick Milton <nick.milton@...>
To: main@SIKM.groups.io
Sent: Tue, Aug 31, 2021 11:24 am
Subject: Re: [SIKM] Business Case for CoP Participation #CoP #value

Respectfully, I disagree. I think the ROI conversation is not necessarily a hostile one, but may be someone looking for a logical reason to support an emotional feeling (“I sort of like this idea, but need to make sure it makes good business sense”). You can call this CYA, or you can call it engaging minds as well as hearts.
 
I would suggest that you can look on the ROI conversation as an opportunity. You could ask to work with the person to (for example) look at the costs incurred by not managing knowledge (repeated mistakes, best practices not developed or applied, inconsistent performance levels, unhappy customers, lost capability as people retire, slow expensive onboarding etc). Very quickly you tend to find that these costs far outweigh any investment needed in KM. Then you ask for support to run a pilot to test the delivery of value, by using KM (and knowledge) to solve a business issue.
 
The ROI request is an opportunity to engage at a high level, and to agree a next step.  
 
 
Nick Milton

 
 
From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Stan Garfield
Sent: 31 August 2021 12:53
To: main@SIKM.groups.io
Subject: Re: [SIKM] Business Case for CoP Participation #CoP #value
 
Robert, that's a very important point. Richard Cross wrote, "Never trust someone who says 'Show me the ROI' or 'You can only manage what you measure.' Anthropologists maintain that in every culture there are apparently rational questions that mask hostile intent. 'Show me the ROI' or 'Yes, but how do you measure it?' generally fall into this category. When confronted with these types, start to get alarmed."


Re: Workflow support of triage and sensemaking to ensure collected knowledge is reused #question #knowledge-reuse

Dennis Thomas
 

Hello Stan and Andrew,

I like the complexity of both questions because they go right to the heart of the KM challenge: "how does the workflow support triage and sensemaking to ensure collected knowledge is put to best use?  Would the process manager/regulator be a suitable stand-in for a Community/SME/Knowledge Manager?

Stan, your use of the term triage means that you are thinking about an ad hoc, in-the-moment, sorting of knowledge content to find lessons-learn knowledge. This means grouping content, as others have suggested, into rational categories related to workflows (here’s the situation, here’s the problem, here’s the solution), and being able to find and access that knowledge many times over, and hopefully, in multiple languages.  

I am working on this problem now related to a patient triage assessment analysis tool that can answer the question for 77 triage potentialities.  It starts with the statement:  “I don’t feel well.”   This problem has two components.  First, I see the programming challenge as requiring a NO CODE solution so operations people and KM’ers can use common language and Controlled Vocabularies with a mouse to both find what they need and submit new lessons-learned and modifications of existing content..  And, secondly, it should require only a KM - oriented person, or a basic systems administrator to manage. 

So far, it works.   Though having gone through the process, "I don’t feel very well.”  So you ask, “do I have a fever over 100º?   “No.”  

The next question is, how is such a system integrated into workflow(s).  I have the solution for that as well, but would rather not mention anything until our programming staff has our version 3.0 tool ready for market - September 2021 they tell me?  

Dennis L. Thomas
IQStrategix
(810) 662-5199

Leveraging Organizational Knowledge 


On August 31, 2021 at 8:54:17 AM, Andrew Farnsworth (agfarnsworth@...) wrote:

how does the workflow support triage and sensemaking to ensure collected knowledge is put to best use?


Re: Business Case for CoP Participation #CoP #value

Ed Hoffman
 

Very good and important point. There is an increasing crisis where increasingly leaders need to lead intellectual capital and intangible assets that are in the category of values, wellness, identity. This is directly related to the opportunity and challenge of knowledge and learning. 

On Aug 31, 2021, at 2:14 PM, Robert M. Taylor via groups.io <Robertmartintaylor@...> wrote:

Indeed, Ed. We now face an existential crisis if we fail to account for the value of nature and wellness - orthodoxically seen as an 'externality' and not a proper subject for business. With our close ties to intellectual capital and intangible asset accounting KM has a role to help here.


Re: Business Case for CoP Participation #CoP #value

Robert M. Taylor
 

Indeed, Ed. We now face an existential crisis if we fail to account for the value of nature and wellness - orthodoxically seen as an 'externality' and not a proper subject for business. With our close ties to intellectual capital and intangible asset accounting KM has a role to help here.


Re: Business Case for CoP Participation #CoP #value

Robert M. Taylor
 

Agreed, Nick (as ever). Certainly 'not necessarily', and not even usually. But sometimes - and that was my reflection. And I think it's because they have sensed we're here with something different and rather challenging to their orthodoxy. Too right.


Re: Business Case for CoP Participation #CoP #value

Ed Hoffman
 

Interesting conversation. 
In my experience there are those who recognize the importance of finding ways to measure value in knowledge work. This is vital and good. I have also worked with managers who want to kill and stop a change by indicating they want hard core and tangible numbers. After all there are “serious” managers. 
They are often deliberate killers of ideas, and should never be in leadership roles. We are living in an age of intangibles - innovation, trust, learning, collaboration, high performance teams, knowledge. We should find ways to demonstrate value in outcomes, but demands for easy and simple ROI indicators are often coverage to prevent change. The most important things that we value in life are intangible - love, purpose, trust. Work with leaders who understand that. 

On Aug 31, 2021, at 12:24 PM, Nick Milton <nick.milton@...> wrote:



Respectfully, I disagree. I think the ROI conversation is not necessarily a hostile one, but may be someone looking for a logical reason to support an emotional feeling (“I sort of like this idea, but need to make sure it makes good business sense”). You can call this CYA, or you can call it engaging minds as well as hearts.

 

I would suggest that you can look on the ROI conversation as an opportunity. You could ask to work with the person to (for example) look at the costs incurred by not managing knowledge (repeated mistakes, best practices not developed or applied, inconsistent performance levels, unhappy customers, lost capability as people retire, slow expensive onboarding etc). Very quickly you tend to find that these costs far outweigh any investment needed in KM. Then you ask for support to run a pilot to test the delivery of value, by using KM (and knowledge) to solve a business issue.

 

The ROI request is an opportunity to engage at a high level, and to agree a next step.  

 

More details here.

 

Nick Milton

 

 

From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Stan Garfield
Sent: 31 August 2021 12:53
To: main@SIKM.groups.io
Subject: Re: [SIKM] Business Case for CoP Participation #CoP #value

 

Robert, that's a very important point. Richard Cross wrote, "Never trust someone who says 'Show me the ROI' or 'You can only manage what you measure.' Anthropologists maintain that in every culture there are apparently rational questions that mask hostile intent. 'Show me the ROI' or 'Yes, but how do you measure it?' generally fall into this category. When confronted with these types, start to get alarmed."


Re: Business Case for CoP Participation #CoP #value

Nick Milton
 

Respectfully, I disagree. I think the ROI conversation is not necessarily a hostile one, but may be someone looking for a logical reason to support an emotional feeling (“I sort of like this idea, but need to make sure it makes good business sense”). You can call this CYA, or you can call it engaging minds as well as hearts.

 

I would suggest that you can look on the ROI conversation as an opportunity. You could ask to work with the person to (for example) look at the costs incurred by not managing knowledge (repeated mistakes, best practices not developed or applied, inconsistent performance levels, unhappy customers, lost capability as people retire, slow expensive onboarding etc). Very quickly you tend to find that these costs far outweigh any investment needed in KM. Then you ask for support to run a pilot to test the delivery of value, by using KM (and knowledge) to solve a business issue.

 

The ROI request is an opportunity to engage at a high level, and to agree a next step.  

 

More details here.

 

Nick Milton

 

 

From: main@SIKM.groups.io <main@SIKM.groups.io> On Behalf Of Stan Garfield
Sent: 31 August 2021 12:53
To: main@SIKM.groups.io
Subject: Re: [SIKM] Business Case for CoP Participation #CoP #value

 

Robert, that's a very important point. Richard Cross wrote, "Never trust someone who says 'Show me the ROI' or 'You can only manage what you measure.' Anthropologists maintain that in every culture there are apparently rational questions that mask hostile intent. 'Show me the ROI' or 'Yes, but how do you measure it?' generally fall into this category. When confronted with these types, start to get alarmed."

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