My first reaction is that I can't think of much "personal" about SharePoint, but there are some possibilities if you can hook intelligently into Outlook (where people spend FAR too much of their

I'm in the process of validating a KM success model that will satisfy thebelow question (at least in my mind it does) but it is a good question and oneI've been working on for a few years, even

I'm working on developing a Personal Knowledge Management (PKM) solution for a potential client. They're a Microsoft shop and want to leverage SharePoint 2010 and other MS tools (OneNote, etc.).

Hi Gordon & Chris, You're right that a tailored roadmap is obviously less prescriptive than an approach with defined endpoints. But the problem with KM is getting beyond method to evidence. It's

I did research on maturity models for DHS and reviewed many. Onepattern that became apparent is that they are all essentially the same withrespect to organizational culture, the organization starts

Hey guys, I knew something interesting was up by the rapid-fire SIKM posts. The thread piqued my interest. Great thinking and solid samples shared by all. Call me crazy, but I think we can find

"I use predefined maturity models - . . with clients where it's helpful to them to have some explicit statements of "what's possible"" My sense is that you use maturity models (among other things)

…I’d say all this dialog reflects on the effectiveness of this and other communities…to leverage collective knowledge from the members experiences/perspectives/opinions…to help others shape

Murray (et al) I think it says that we are perpetually curious! (And, that we have a love-hate relationship with models that describe best-practices, because we know all-to-well that those

Kate, I tend to agree with you, I'd never look at a maturity model and say I haveto do it exactly, it is a roadmap, every organization has its own eccentricitiesand you tailor the model to fit the

Chris, Excellent contribution, especially use of models to spark in-depth discussions. Douglas

Hi All, I agree with Katrina on this. I use predefined maturity models - there, I've said it! [...and breathe] - and self-assessment tools with clients where it's helpful to them to have some

Hi there, Along with others such as Belinda Chiang and Bert-Ola Bergstrom, I have compiled a pretty comprehensive online resource for socialinnovation and impact investment

Gordon, One would hope a methodology is robust, despite technology evolution. For instance, one would expect major components such as strategic planning and change mgmt to apply regardless of

To be useful as diagnostic "assessments" KM maturity models must be based on a validated methodology that applies to all (most?) organizations over all (most?) time. In my view we don't have that

Note: Blatant sales pitch follows, but it was prompted by the continued interest in KM Maturity Models. Most maturity models are mere assessments, a diagnosis. To be effective, they must be

Hi, Murray et al - A way you could look at it is as "dimensional" maturity. What I mean is that an organization may have higher or lower capacity to achieve based on the industry, competitive

it is what maturity models are for, illustrating the various stages ofmaturity and how to get to each one so they are roadmaps, multifaceted,experience based, and applied to an organizations's

I'm all for (and this is what I hear you describing): - roadmaps (visual representations of a proposed future path) - that look at KM in a multi-facetted way - and that draw on related-other's

Another thought on KM maturity models, I understand and agree they haven'tbeen real useful but I would suggest their best use is in showing management aroad map that helps explain why perhaps our