I have looked at the report in detail - but the methodology looks pretty suspect to me. 1) Survey size: They surveyed only 1,000 "employees." They don't report on the characteristics of the sample siz

#maturity #institutionalization

@Jonathan Thanks for the encouragement. I must say, the combination of pseudoscience and maturity models plus low caffeine is not a happy one. G

#maturity #institutionalization

First, I hope you are reading Nonaka (and Takeuchi) so that you understand what they proposed in This might be helpful: Image source: https://medium.com/@jakobwolman/why-i-share-tacit-vs-explicit-know

#remote-work #knowledge-transfer #knowledge-sharing

@Catharine: I agree the term "collaboration" often gets applied very broadly; and that other methodologies can help reduce the organizational friction (e.g. a well-implemented 'enterprise' search engi

#SNA-ONA-VNA #WOL #workplace #books #collaboration

Having worked in the public sector (and quasi-public sector) including building a KM program, I'd suggest that KM tools / systems aren't different there. They are related to the nature of the business

#question #public-sector

I think you would get some idea using LinkedIn search on people's profiles. It shows 52,000 people with "knowledge" in their title; and 12,000 with "knowledge" AND "manager" in the title You can see h

#roles

I'd suggest Overlap Associates who have both a design practice and do design thinking training: https://overlapassociates.com/services/design-thinking-training/ Their lead is Ryan Voisin ryan@overlapa

#design-thinking

Short guide to developing a KM strategy: Find the biggest / strongest organizational leader Find his / her biggest challenge / problem Clearly define the opportunity - who would benefit, what is the v

#strategy