Date   

Re: KM best practice in professional services #case-studies #consulting

Nick Milton
 

>In professional services, what is the KM program that worked best in your organisation?

 

 

Based on KM survey data, with 143 data points from professional services companies:

 

  • The primary business driver is to use KM to provide a better service to clients, with increasing internal efficiency as a close second, and knowledge retention as a more distant third.
  • The highest priority approach is connecting people through communities and networks. Knowledge retention and improved access to documents are joint second, and provision of knowledge to customer facing staff, knowledge retention, and creation of best practices are also important
  • The bar chart below shows the level of value delivery the survey respondents assigned to these approaches (the line is a weighted value score)

 

 




Re: KM best practice in professional services #case-studies #consulting

Stan Garfield
 

>In professional services, what is the KM program that worked best in your organisation?

When I led the KM program for professional services at HP, the initiatives that worked best were:
  • The capture and reuse process, supported by the Project Profile Repository
  • The communities initiative, supported by HP Forums
  • The recognition and rewards initiative, supported by KM Stars
For details, see:
>There seems to be a reticence in documenting and sharing knowledge for fear of discouraging people from listening to the client and advising a bespoke solution to their needs.

The reluctance in documenting and sharing knowledge was based more on the lack of time provided for those activities.  There was some reluctance to reuse knowledge for the reason you mention, and also because reuse could decrease the number of billable hours needed to deliver a project and thus prevent achieving billable hour goals.  The capture and reuse process, which required documenting and reusing, and the KM Stars initiative, which rewarded documenting and sharing, both helped overcome these challenges.


Re: Knowledge recognition technologies #tools

Stephen Bounds
 

Hi Douglas,

I wouldn't be quite so cynical about human nature. What Pavel describes seems nearly inevitable to me without some forethought and planning -- perhaps we might call it 'knowledge system engineering'?

All 'grassroots' information systems (that is, those that grow without explicit top-down management directives) exist because of a simple equation: that the value achieved from retrieving information is less than the cost required to store and access it.

However as a system grows in size and complexity we face an inevitable trade-off: do we increase the cost of access (an increased time to search and find what you're looking for), or the cost of storage (by requiring better metadata and organisation)?

If we socialise the increased costs, those who only marginally value the benefits of the system will stop using it. Information managers often try to address the increased cost of access by increasing the cost of storage -- for example, by adding a mandatory metadata entry screen to the system. This is generally a false economy and just adds friction for those people who are adding the most value -- the contributors.

On the other hand, dedicating a librarian or other devoted resource to management of the system becomes a corporate overhead, creating a much more explicit (financial) cost/benefit to justify. Since information systems are prone to being under-valued due to psychological distancing, it is typically necessary to educate people about the system's benefits on an ongoing basis.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 10/06/2020 9:33 pm, Douglas Weidner wrote:

Hi Pavel,
Great and simple article - right to the sad, but true, point: 

"So what would be needed to keep everybody happy? This is what nobody wants to hear. Namely, some type of agreed governance, some guidelines for naming, rules how to structure the information. And the discipline to do it. This takes effort and logical work. Nobody wants to do this really."

The corollary might be: It's not the tool, but rather the process around it.  In other words, even a mediocre tool can be successful if properly tuned for an important purpose. But, alas, such tuning involves human commitment and effort and we are all too busy for that, it seems.

Cheers,
Douglas Weidner
Chief CKM Instructor
KM Institute

On Wed, Jun 10, 2020 at 4:01 AM Pavel Kraus <p.kraus@...> wrote:
Hi,

I am wondering how this Guru will perform after one year when full of material and used by a multitude of users.

Or will it go the path of so many other applications that are cherished at the beginning and abandoned later due to information overload.

As I described in this article though, the next empty application is already around the corner :)
https://www.linkedin.com/pulse/bliss-empty-applications-pavel-kraus/

Best Pavel Kraus

 
hi Rahul,

Guru is simple, easy to integrate, and affordable. https://www.getguru.com/

--

Aprill Allen
Founder and Managing Director | Knowledge Bird
KM Consulting & KCS Training
M: +61 (0)400 101 961
knowledgebird.com


Re: Knowledge Management article: The Moderating Effects of Dynamic Capabilities on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry #COVID-19 #research #innovation

Dennis Thomas
 

Heather, and thank you for your feedback.  

I understand your work because our Radical Innovation team is developing two parallel KM “team oriented” technologies.  One, a common language, multi-dimensional KM knowledge ecosystem development, management, and real-time delivery technology, and the other, a concept computing technology.  A system that will interact with people on a conceptual level, meaning, the way people naturally think.  Ultimately, these two systems will converge. 

I was literally looking for feedback from NSF on this project when I found your response.  

I am happy to give you a complimentary subscription to the tools when ready later this year.   I would be interest in your enlightened feedback.

Dennis


On Jun 9, 2020, at 11:36 PM, Heather Johnson <heather57johnson@...> wrote:

Dennis
I wanted to also acknowledge that indeed the constructs in this research made the research very difficult. I had many high impact topics that were converging on to each other. Great observations!

Your mention of the ability to capture someone's attention is fleeting at best makes it more important for us as knowledge management experts to ensure that knowledge is imparted in such a way to leave lasting impressions on the brain.

Heather


Re: Knowledge recognition technologies #tools

Douglas Weidner
 

Hi Pavel,
Great and simple article - right to the sad, but true, point: 

"So what would be needed to keep everybody happy? This is what nobody wants to hear. Namely, some type of agreed governance, some guidelines for naming, rules how to structure the information. And the discipline to do it. This takes effort and logical work. Nobody wants to do this really."

The corollary might be: It's not the tool, but rather the process around it.  In other words, even a mediocre tool can be successful if properly tuned for an important purpose. But, alas, such tuning involves human commitment and effort and we are all too busy for that, it seems.

Cheers,
Douglas Weidner
Chief CKM Instructor
KM Institute

On Wed, Jun 10, 2020 at 4:01 AM Pavel Kraus <p.kraus@...> wrote:
Hi,

I am wondering how this Guru will perform after one year when full of material and used by a multitude of users.

Or will it go the path of so many other applications that are cherished at the beginning and abandoned later due to information overload.

As I described in this article though, the next empty application is already around the corner :)
https://www.linkedin.com/pulse/bliss-empty-applications-pavel-kraus/

Best Pavel Kraus

 
hi Rahul,

Guru is simple, easy to integrate, and affordable. https://www.getguru.com/

--

Aprill Allen
Founder and Managing Director | Knowledge Bird
KM Consulting & KCS Training
M: +61 (0)400 101 961
knowledgebird.com


Re: Knowledge Management article: The Moderating Effects of Dynamic Capabilities on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry #COVID-19 #research #innovation

Cindy Young
 

I will Heather.  It's a lot to try to read in one sitting.  :-) I wrote my doctoral study on Knowledge Management and Innovation so I recognize many of references you used prior to 2016.  I will check my LinkedIn today.  Look forward to connecting with you!

Regards,

Cindy


Re: Knowledge recognition technologies #tools

 

Hi,

I am wondering how this Guru will perform after one year when full of material and used by a multitude of users.

Or will it go the path of so many other applications that are cherished at the beginning and abandoned later due to information overload.

As I described in this article though, the next empty application is already around the corner :)
https://www.linkedin.com/pulse/bliss-empty-applications-pavel-kraus/

Best Pavel Kraus

 

hi Rahul,

Guru is simple, easy to integrate, and affordable. https://www.getguru.com/

--

Aprill Allen
Founder and Managing Director | Knowledge Bird
KM Consulting & KCS Training
M: +61 (0)400 101 961
knowledgebird.com


Re: Knowledge Management article: The Moderating Effects of Dynamic Capabilities on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry #COVID-19 #research #innovation

Heather Johnson
 

Dennis
I wanted to also acknowledge that indeed the constructs in this research made the research very difficult. I had many high impact topics that were converging on to each other. Great observations!

Your mention of the ability to capture someone's attention is fleeting at best makes it more important for us as knowledge management experts to ensure that knowledge is imparted in such a way to leave lasting impressions on the brain.

Heather


Re: Knowledge Management article: The Moderating Effects of Dynamic Capabilities on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry #COVID-19 #research #innovation

Heather Johnson
 

Hi Cindy
Thanks for your comment. Please let me know when have completed reading my article. We have a similar background in terms of Six Sigma, PMP and ASQ credentials. I will look you up on LinkedIn.

Cheers,

Heather


Re: Knowledge Management article: The Moderating Effects of Dynamic Capabilities on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry #COVID-19 #research #innovation

Heather Johnson
 

Thank you Dennis for your kind response. I put my heart and soul in this article because I am very passionate about the topic on several levels. I am estatatic that yoou took the time to mention specific quotes from my article. I always love to get feedback from engaged readers.

I am looking forward to sharing more in this arena.


Re: Use of videos in KM programs #question #video

Tom Barfield
 

Nirmala – thanks – we were very proud of those videos.  They were made by Q Creative.  They were/are primarily accessible internally – including via the new employee orientation.

 

Tom

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Nirmala Palaniappan
Sent: Thursday, June 4, 2020 9:07 PM
To: SIKM@groups.io
Subject: Re: [SIKM] Use of videos in KM programs #question

 

Thank you for sharing, Tom.

These videos are well-made, short and effective! Do you make these videos in-house? I presume they are shared on the intranet rather than on YouTube, when it comes to employee orientation ? 

 

Regards 

N

 

 

On Thu, 4 Jun 2020, 22:08 Tom Barfield, <thomas.m.barfield@...> wrote:

Hello Nirmala - when at Accenture we utilized videos to help build awareness of the vision and at times to introduce capabilities.  One challenge was creating a video that would stand the test of time.  Here is an example of a set of videos that I have stood the test of time - I think they were produced in 2011.
https://www.youtube.com/playlist?list=PL2LXy5kM-2Xksob9BF5zyH-pfj1D4Gy89

I have created a folder in the KM 101 topic of the KM Collection for us to share links to orientation videos.  The KM Collection is open to everyone - though it requires a login.  Create a login by visiting https://kminvite.keeeb.com

We could use the KM Collection to collect links to other types of KM orientation materials.

Tom 

Tom


Re: Knowledge recognition technologies #tools

Aprill Allen
 

hi Rahul,

Guru is simple, easy to integrate, and affordable. https://www.getguru.com/

--

Aprill Allen
Founder and Managing Director | Knowledge Bird
KM Consulting & KCS Training
M: +61 (0)400 101 961
knowledgebird.com


Re: New Knowledge Management Research Books #books

Aprill Allen
 

Yeah, I agree with Stephen. Please invite them to join this community!



--

Aprill Allen
Founder and Managing Director | Knowledge Bird
KM Consulting & KCS Training
M: +61 (0)400 101 961
knowledgebird.com


Re: Integration of external content in KBase – what’s your view? #question

Heather Fox
 

Hi Tatiana,

In Knowledge bases I've used and/or designed for enterprises, or in professional services groups or for design/development or business development groups, external content has been critical. I can share an example of one KB I designed that relied on external content being crawled and made available within a general knowledge base (KB) search.

For example, an enterprise-wide development organization's Knowledge Base required crawling and indexing of relevant third-party analysts information relevant to the markets/industries in which they compete. The organization had licenses for the third-party content and n-number of seats for that content (eg Forrester and Gartner). Thus, search results for information on competitors would bring back results that included the internal competitive intelligence team's assessments of competitors, along with relevant Forrester and Gartner analysis notes and reports.  In this case, a Google search might not bring back specific paid analyst reports for which the organization had access.

Concerning your note about copyright restrictions, contracts, licenses/seats--a good user profile and RBAC (role-based access control) system can mediate access to specific KB content based on a user's entitlements. An example of a great search engine that enables this is Northern Light (https://northernlight.com/). Using a search engine like this, you are able to set up the collection process for external content sources so that crawling takes place regularly (hourly/daily/weekly/monthly, for example) so that new external content is always made available to a knowledge search. Administering Northern Light is straightforward--it will integrate with an organization's access and identity management system, so privileged content is only accessed by those who have the entitlements to do so.

Best, Heather
Heather J. Fox
personal email: heather@...
work email: heather.fox@...
+1 302 287 0240


Re: Knowledge recognition technologies #tools

Rahul Lama
 

Hi Stephen,

Thanks for this detailed message. I am currently looking out for a tech platform for hosting captured knowledge in the form of videos/articles for a startup. Any suggestions on which tech platform I can look at, apart from slack/yammer/groups.io? Also, I am considering recommending groups.io to my organization. Any thoughts on that? We don't have any intranet or blog yet.

Thanks,
Rahul


Re: Use of videos in KM programs #question #video

Rahul Lama
 

Thanks a lot Aprill.

Regards,
Rahul


Integration of external content in KBase – what’s your view? #question

Tatiana Gudilina
 

Dear SIKM community, I’ve got my entire KM experience within professional services environment, namely big4 consulting firms. Would you please share some industry perspective on the matter:

 

I joined strategy department of a large bank to build a knowledge management concept. So far interviews with leadership and colleagues in strategy show, that they see integration of external analytical content as an important and almost mandatory part of building an enterprise knowledge portal. 

 

Please help me calibrate! Is this a common practice on the market? From the consulting perspective and my personal point of view – integration of external content at the enterprise level is mostly evil... 

Here is some of my reasoning:

  • Mixing of internal and external knowledge (1) misleads employees, they came to an enterprise portal for the verified “truth” from the company (2) blurs the brand, we are positioning internal methods and expertise, aren’t we?
  • Hardly can be fully automated (1) external sites are constantly changing (2) not all content even from the trusted sources will be equally valuable – which means manual curation (demanding FTEs too smart to work with content)
  • Google will be more efficient unless you've got a very specific knowledge domain and enterprise search is truly adapted to it 
  • Copyright restrictions at contract agreements level (1) major business information providers restrict storage (2) access to subscription or report might be for a department level only


Thank you in advance!

 

Kind regards,

Tatiana

 


Re: Creating Online KM Course - Requesting Input #KM101 #learning

Cindy Young
 

Thank you, Gladys!

On Jun 8, 2020, at 3:23 PM, Gladys Kemboi <kemboigladys23@...> wrote:

Hi Cindy!
Thank you so much for the exciting opportunity,For the beginners provide a brief concept of :
  • What is KM?
  • Importance of KM for all organizations
  • How to implement KM in organisations.
  • How to develop a KM framework, KM policy and KM Strategy
  • Provide KM tools and technologies
I look forward for the learning session.Thank you Cindy!
Regards,
Gladys Kemboi


Re: Creating Online KM Course - Requesting Input #KM101 #learning

GLADYS KEMBOI
 

Hi Cindy!
Thank you so much for the exciting opportunity,For the beginners provide a brief concept of :
  • What is KM?
  • Importance of KM for all organizations
  • How to implement KM in organisations.
  • How to develop a KM framework, KM policy and KM Strategy
  • Provide KM tools and technologies
I look forward for the learning session.Thank you Cindy!
Regards,
Gladys Kemboi


Re: New Knowledge Management Research Books #books

Stephen Bounds
 

Thanks Murray,

I'm all in favour of efforts to cross-pollinate! I wasn't trying to have a go, just reflecting on how wide the divide is sometimes between the two halves of our community.

I've actually been thinking about options to run a social network analysis within the KM community as a discovery exercise -- both to see where the links already exist and to think about where they can be strengthened.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 7/06/2020 8:14 pm, Murray Jennex via groups.io wrote:

good questions Stephen.  I thought some were on the list and some have engaged the practitioner community, especially locally in their home countries.  All are active on the KM research conference circuit.  All that said, this is something I've commented on before, that there needs to be much greater interaction between the academic research side and the practitioner side.  This is why I posted the toc of the books, to introduce them to the list.  If okay I will invite them to join the list and I will ask them if they mind me sharing their email addresses.  Sound like a reasonable start?  For what its worth, several of the authors have been KM active for 20 years or so, especially the ones from Australia, New Zealand, UK, and the US....murray


-----Original Message-----
From: Stephen Bounds <km@...>
To: SIKM@groups.io
Sent: Sun, Jun 7, 2020 1:58 am
Subject: Re: [SIKM] New Knowledge Management Research Books 1

Thanks Murray, looks like some very interesting topics. I do have two related questions for you though:
1) Does it concern you that as far as I can tell, you are the only author in this book who has ever corresponded on this list, or any of the other major KM practitioner mailing lists I know of such as KM4Dev or actKM (when it was still active)?
2) Presuming that this list of authors does in fact communicate with other KM academics or practitioners somehow, can you make any recommendations on where one could find these people online to engage with them?
Cheers,
Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 7/06/2020 5:38 pm, Murray Jennex via groups.io wrote:
I've published 2 edited books on collected KM research in 2020. The first is below (the second will follow in a separate email)

Current Issues and Trends in Knowledge Management, Discovery, and Transfer
Edited by Murray E. Jennex
Copyright © 2020 by IGI Global,
LCCN 2019037696 (ebook) | ISBN 9781799821892 (h/c) | ISBN 9781799821908 (s/c) | ISBN 9781799821915 (ebook)

Section 1 Evolving Knowledge Management Theory
Chapter 1 - A Re-Examination and Re-Specification of the Jennex Olfman Knowledge Management Success Model
Murray Eugene Jennex, San Diego State University, USA
Chapter 2 - Philosophy in the Knowledge Structure Pyramid: Knowledge Elicitation and Management
Ronald John Lofaro, Embry-Riddle Aeronautical University, USA
Chapter 3 - Reconsidering a System for Measuring Dynamic Knowledge: Extending a Novel Line of Research
Mark E. Nissen, US Naval Postgraduate School, USA
Chapter 4 - Understanding Knowledge Networks Through Social Network Analysis
Ronel Davel, University of Pretoria, South Africa
Adeline S. A. Du Toit, University of Pretoria, South Africa
Martie Mearns, University of Johannesburg, South Africa
Chapter 5 - Towards Understanding and Implementing Knowledge Management Strategy
Murray Eugene Jennex, San Diego State University, USA

Section 2 Trends and Issues in Knowledge Sharing, Flow, and Transfer
Chapter 6 - Interpersonal Trust and Knowledge Seeking in China
Michael J. Zhang, Sacred Heart University, USA
Chapter 7 - Modelling Knowledge Sharing Behavior with Behavioral Intention and Interpersonal Trust: The Role of Affective Commitment
Toshali Dey, Indian Institute of Technology, Kharagpur, India
Susmita Mukhopadhyay, Indian Institute of Technology, Kharagpur, India
Chapter 8 - Knowledge Sharing Motivation: An Integrated Model
Nelly Todorova, University of Canterbury, New Zealand
Annette Mills, University of Canterbury, New Zealand
Chapter 9 - Knowledge Sharing in an Organisation: A Practitioner Approach
Lee-Anne Lesley Harker, Cape Peninsula University of Technology, South Africa
Michael Twum-Darko, Cape Peninsula University of Technology, South Africa

Section 3 Trends in Knowledge Management Systems
Chapter 10 - Distributed “Knowing in Practice” in Workshare Contexts: A Case Study of a Knowledge Management System
Lakshmi Goel, University of North Florida, USA
Chapter 11 - Organizational Memory Systems in a Multi-Unit Public Organization
Denise de Cuffa, Federal University of Santa Catarina, Brazil
Rodrigo Kraemer, Federal University of Santa Catarina, Brazil
Andrea Valéria Steil, Federal University of Santa Catarina, Brazil
Chapter 12 - Technology Transfer Projects at the University-Industry Interface: A Case Study Analysis From the UK
Martin George Wynn, University of Gloucestershire, UK
Chapter 13 - Triggering Specialised Knowledge in the Software Development Process: A Case Study Analysis
Hanna Dreyer, University of Gloucestershire, UK
Martin George Wynn, University of Gloucestershire, UK
Robin Bown, University of Gloucestershire, UK

Section 4 Issues in Knowledge Management Security
Chapter 14 - Recognizing Threats From Unknown Real-Time Big Data System Faults
William H. Money, Baker School of Business, The Citadel, USA
Stephen J. Cohen, Microsoft, USA
Chapter 15 - Knowledge Systems and Risk Management: Towards a Risk and Threat Assessment Framework
Murray Eugene Jennex, San Diego State University, USA
Alexandra Durcikova, University of Oklahoma, USA


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