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

TO: SIKM Leaders Community Today we held our 91st monthly call. December 18, 2012: David Weinberger - Too Big to Know SlideShare Tweets are belowThanks to David for presenting, Andrew Gent for

A global software / consulting company is recruiting for their first Director of KM. The person would need to be able to work in the US and be located at their head office (northeastern

This is a reminder of tomorrow's monthly call from 11 am to 12 noon EST. * December 18: David Weinberger - Too Big to Know *

I'm also suspicious of KM Maturity models beyond providing a very high level look at what enablers might/might not be in place for enterprise wide knowledge management. To add to Gordon's remarks, our

Sorry - bit of a fat-fingers moment there! (Thanks Gordon) www.chriscollison.com/documents/KM_Self_Assessment_2013.pdf

Terry, You're probably swamped with Maturity models by now, but just in case... Geoff Parcell and I wrote a 5-practice self-assessment to accompany "Learning to Fly" back in 2005. It was on

All good advice. One additional thing to remember is to build your training plan with mobile in mind. 2013 will be the "breakout" year for mobile learning, and by 2015 very little in training and

I would ask "why?" - what are you trying to achieve? And then ask yourself: who (set of people)? needs to act in what new way? to achieve that result. And then you can think about a range of tactics

I wanted to thank everyone for your thoughts and advice. Here's what I'm taking away: The key, for me, is to ground our future KM leaders in "the business" - its objectives, strategies, and context.