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Stan Garfield
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Hi John,
I've previously observed that the lack of standardisation in
KM-related job classifications is a big problem in driving the
competency definitions of our discipline forward. Due to the
breadth of possible interpretations, "Knowledge Manager" is about
as useful as "Finance Officer" in describing the seniority and
scope of a role (ie not very).
Generally speaking, I consider this to be representative of the
seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially
long term outcomes
- focus is on what, not how; works with C-suite to develop and
critique strategic choices
- uses knowledge risk and value assessments, to set business
KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based
on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve
goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification,
assessment
- evaluates knowledge construal and knowledge outcomes for
business processes to guide KM project methods and mode of
delivery
- provides expert input to aspirational future state and
benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to
improve one or more knowledge processes (ie processes relating
to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve
improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness,
etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired
knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the
Knowledge Architect role, depending on the requirements of the
position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell
johnhovell@... [sikmleaders] wrote:
toggle quoted messageShow quoted text
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toggle quoted messageShow quoted text
On 10 Feb 2018, at 23:23, Stephen Bounds km@... [sikmleaders] < sikmleaders@...> wrote:
Hi John,
I've previously observed that the lack of standardisation in
KM-related job classifications is a big problem in driving the
competency definitions of our discipline forward. Due to the
breadth of possible interpretations, "Knowledge Manager" is about
as useful as "Finance Officer" in describing the seniority and
scope of a role (ie not very).
Generally speaking, I consider this to be representative of the
seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially
long term outcomes
- focus is on what, not how; works with C-suite to develop and
critique strategic choices
- uses knowledge risk and value assessments, to set business
KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based
on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve
goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification,
assessment
- evaluates knowledge construal and knowledge outcomes for
business processes to guide KM project methods and mode of
delivery
- provides expert input to aspirational future state and
benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to
improve one or more knowledge processes (ie processes relating
to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve
improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness,
etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired
knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the
Knowledge Architect role, depending on the requirements of the
position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell
johnhovell@... [sikmleaders] wrote:
Hi everyone,
I have a client asking for “competencies for the roles of
Knowledge Architect and Knowledge Manager”. I have some
data, and yet I sure would appreciate any additional data,
info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
|
|
|
toggle quoted messageShow quoted text
From: sikmleaders@... [mailto:sikmleaders@...]
Sent: Saturday, February 10, 2018 23:25
To: sikmleaders@...
Subject: Re: [sikmleaders] KM Manager and Architect Competencies
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of possible interpretations, "Knowledge Manager" is about as
useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
-
responsible for big picture knowledge strategy; especially long term outcomes
-
focus is on what, not how; works with C-suite to develop and critique strategic choices
-
uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
-
Knowledge Program Manager
-
responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
-
focus is on setting up and managing KM projects to achieve goals
-
sets KM strategies, goals, and roles/responsibilities
-
responsible for organisational systems identification, assessment
-
evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
-
provides expert input to aspirational future state and benefit measures for organisational systems
-
Knowledge Process Manager
-
responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
-
uses KM tools and techniques correctly in context to achieve improvements
-
evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
-
captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell
johnhovell@... [sikmleaders] wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
|
|
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John,
As you know, the US Gov did some research back in 2000 about the competencies of K Managers. However, it was more for the higher end of K Managers at the CKO level. Never-the-less, it con give some perspectives. It is in the Knowledge Management Institutes KM Body of KNowledge (KMBOK)(tm) to which you have access as a CKM and KMI Faculty member.
Also, the KMEF, a body of universities and KMI, developed or defined KM into 'Ten Competency Areas', back in 2010. But that is for the entire KM discipline vs. specifically for K Mgrs.
However, in my opinion, all KMgrs (aka KM Team leaders) should have awareness of all the 'Competency Areas', but not the level of mastery that a K Specialist would need to have.
In other words, a K Mgr would need enough awareness of each competency area, often to decide which KM initiatives to focus on, but not the level of mastery that a KM Team member (K Specialist) would need to actually implement such an initiative. Of course the K Mgr will have to master some competency areas or subsets of a competency area. Fo rexample, change management is particularly important, especially transformational change mgmt, and no doubt KM Methodology.
But, the KMgr in role as KM Team leader doesn't need to master taxonomy, though if installing a content mgmt system, someone on the team needs to be quite expert at taxonomy and to probably lead a taxonomy workshop.
Douglas Weidner Exec Chairman, KM Institute Chief CKM Instructor
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John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the end
of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of
possible interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
|
|
|
Dear Nancy ...yes if you would send me a copy of the chapter TK you Chris
On Sun, Feb 11, 2018 at 10:39 PM, nancydixon commonknowledge.org nancydixon@... [sikmleaders] wrote:
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the end
of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of
possible interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
|
|
|
Me also Nancy....Murray Jennex
On Feb 11, 2018, at 4:37 PM, "Chris Chris manager4hotel@... [sikmleaders]" < sikmleaders@...> wrote:
Dear Nancy ...yes if you would send me a copy of the chapter TK you Chris On Sun, Feb 11, 2018 at 10:39 PM, nancydixon commonknowledge..org nancydixon@... [sikmleaders]
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the end
of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of
possible interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
|
|
|
John Sharp
I would be very interested also Nancy.
John John W. Sharp 778-229-5272
On Feb 11, 2018, at 5:22 PM, Murray Jennex murphjen@... [sikmleaders] < sikmleaders@...> wrote:
Me also Nancy....Murray Jennex
Dear Nancy ...yes if you would send me a copy of the chapter TK you Chris On Sun, Feb 11, 2018 at 10:39 PM, nancydixon commonknowledge...org nancydixon@... [sikmleaders]
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the end
of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of
possible interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
|
|
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Edwin K. Morrris
Nancy I would appreciate it. Thank you.
toggle quoted messageShow quoted text
From: sikmleaders@... on behalf of nancydixon commonknowledge.org nancydixon@... [sikmleaders]
Sent: Sunday, February 11, 2018 11:38:44 AM
To: sikmleaders@...
Subject: Re: [sikmleaders] KM Manager and Architect Competencies
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the
end of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of possible interpretations,
"Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
|
|
|
Yes please Nancy - that would be great.
On 11 Feb 2018, at 16:39, nancydixon commonknowledge.org
nancydixon@... [sikmleaders] < sikmleaders@...> wrote:
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the
end of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of possible interpretations,
"Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
<PastedGraphic-1.tiff>
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Nancy, I would greatly appreciate it. Thanks a lot in advance!
tanja.rimbach@...
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I would like a copy please.
Thanks! Martha
On Feb 11, 2018, at 11:38 AM, nancydixon commonknowledge.org nancydixon@... [sikmleaders] < sikmleaders@...> wrote:
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the end
of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of
possible interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
|
|
|
Martha,
I’m glad to send you a copy. Let me know what you think after you’ve had a chance to read it.
Nancy
toggle quoted messageShow quoted text
I would like a copy please.
Thanks!
Martha
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management.
It is an update from work I did several years ago. At the end of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of possible
interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
<PastedGraphic-1.tiff>
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Tanja,
I’m pleased to send you a copy and hope you find it helpful
Nancy
toggle quoted messageShow quoted text
Nancy, I would greatly appreciate it. Thanks a lot in advance!
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Chris,
Glad to send a copy. I’d be interested in your thinking about the 3rd era.
Nancy
toggle quoted messageShow quoted text
Yes please Nancy - that would be great.
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management.
It is an update from work I did several years ago. At the end of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of possible
interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
<PastedGraphic-1.tiff>
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Richard A Vines <plessons@...>
Hi Nancy,
Whilst I thanked you personally for sending me a copy of your most interesting and worthwhile chapter to my work email address, I thought I would highlight one paragraph of your chapter that I found very poignant.
" “Collective knowledge” is not a new term to
knowledge management, but in the past, it has been used in an additive sense,
as in “all the knowledge an organization has.” In the third era, it is being
used in a quite different sense - to mean the knowledge that is derived from
the confluence of diverse perspectives and data from across an organization and
that is brought to bear on important organizational issues. But unlike the
hierarchical process of passing everyone’s ideas and data up the chain of
command to someone at the top who would then make sense of them, with
leveraging collective knowledge, the sensemaking is done jointly by those who
hold those many perspectives and who own the data.
Yes indeed. Very helpful.
There is embedded in this paragraph a multitude of capabilities and even potential assumptions about enabling systems (some existing, many undeveloped, perhaps even some not even conceived). I feel for so many who are working at very senior levels of institutional bureaucracy where the spoils of post modernism - if I can generalise in this way - make it monumentally challenging to create the conditions for this sorts of institutional or public trust that underpins any such commitment to knowledge sharing. THis is not evading the reality that this is part of our practice requirements.
The idea of "different eras" is something I completely get ... and of course it makes sense to conceive it in this sort of way. At the same time, I find that some of the underlying functions associated with the conceptions of knowledge intensive work in era one and two remain useful "tools to have at ones disposal - if we could have them at our disposal".
Part of the challenge as an enterprise KMer I find is that the very foundations of "how" some of the underlying functions of knowledge intensive work were conceived in "previous era".. are in themselves corroded by the very same drivers that give rise to the new era as you describe this. This in itself I also think has a significant impact on the realities associated with how you describe the erosion of "cognitive authority".
Do I have a Bottom line as feedback? Enterprise-based KMers I feel are seriously challenged by these slightly obscure realities. As we move towards the reality of era three, we also have to grapple with the challenges that the technical design of solutions underpinning eras one and two (even some of those emerging in era three) are themselves crumbling. There are not all that many firm foundations at all. At the same time, many of the core functions that have underpinned traditional analogue work practices and the long shadows they cast are not crumbling quite as fast?
One example, I would observe is the domain of record keeping and its relationship with the world of knowledge management.
Thanks again for sharing this. It has given me some extra insights.
Richard (Melbourne Australia)
----- Original Message -----
To: "sikmleaders@..."
Cc:
Sent: Sun, 11 Feb 2018 16:38:44 +0000
Subject: Re: [sikmleaders] KM Manager and Architect Competencies
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the end
of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of our discipline forward. Due to the breadth of
possible interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
- Chief Knowledge Officer
- responsible for big picture knowledge strategy; especially long term outcomes
- focus is on what, not how; works with C-suite to develop and critique strategic choices
- uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
- Knowledge Program Manager
- responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
- focus is on setting up and managing KM projects to achieve goals
- sets KM strategies, goals, and roles/responsibilities
- Knowledge Architect
- responsible for organisational systems identification, assessment
- evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
- provides expert input to aspirational future state and benefit measures for organisational systems
- Knowledge Process Manager
- responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
- uses KM tools and techniques correctly in context to achieve improvements
- Knowledge Analyst
- evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
- captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
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Nancy –
I was behind on reading SIKM and saw that you had sent the chapter to the list. It was really good. (not that I was surprised.)
I think there were two things that were intriguing to me.
First, I have tended to think of this discipline as relatively stagnant and not moving forward. I love the conversations here but haven’t felt like much was being done to move the practice forward. (Not discounting Stan’s herculean efforts
of late.) I was surprised to see the new references in the bibliography.
Second, it’s interesting that you see the move towards social and teaming tools as the next era of KM. I see the dynamics there relatively differently. I think that the trust that must be forged for the new tools to work is fundamentally
different than the kinds of trust that were required in the past to post your best practices. That had a sort of ego boost attached to it – for your work to be considered a best practice was an honor. Today, the model is almost opposite where we’re asking
people to expose their weaknesses. I’m not implying that this is wrong, just that it’s different.
Thanks for sharing.
Rob
toggle quoted messageShow quoted text
From: sikmleaders@... [mailto:sikmleaders@...]
Sent: Monday, February 12, 2018 9:35 PM
To: sikmleaders@...
Subject: Re: [sikmleaders] KM Manager and Architect Competencies
Chris,
Glad to send a copy. I’d be interested in your thinking about the 3rd era.
Yes please Nancy - that would be great.
John Girard is publishing a book, that is about to come out called “Knowledge Matters: Words of Wisdom from Leading Practitioners. I have a chapter
in it on The Three Eras of Knowledge Management. It is an update from work I did several years ago. At the end of that chapter I outline the skills needed for each era, focusing particularly on the current era we are in. I would be glad to send it to anyone
interested.
Nancy
Hi John,
I've previously observed that the lack of standardisation in KM-related job classifications is a big problem in driving the competency definitions of
our discipline forward. Due to the breadth of possible interpretations, "Knowledge Manager" is about as useful as "Finance Officer" in describing the seniority and scope of a role (ie not very).
Generally speaking, I consider this to be representative of the seniority of various KM roles, from highest to lowest rank:
-
responsible for big picture knowledge strategy; especially long term outcomes
-
focus is on what, not how; works with C-suite to develop and critique strategic choices
-
uses knowledge risk and value assessments, to set business KM principles, objectives, and align organisational norms
-
Knowledge Program Manager
-
responsible for defined strategic knowledge objectives based on executive mandate from CKO and/or CEO
-
focus is on setting up and managing KM projects to achieve goals
-
sets KM strategies, goals, and roles/responsibilities
-
responsible for organisational systems identification, assessment
-
evaluates knowledge construal and knowledge outcomes for business processes to guide KM project methods and mode of delivery
-
provides expert input to aspirational future state and benefit measures for organisational systems
-
Knowledge Process Manager
-
responsible for monitoring, evaluation and interventions to improve one or more knowledge processes (ie processes relating to solution identification and selection)
-
uses KM tools and techniques correctly in context to achieve improvements
-
evaluates and assesses knowledge for currency, correctness, etc in the context of a specific knowledge process
-
captures and/or shares knowledge to support desired knowledge process outcomes
Note how the "Knowledge Manager" role can sit above or below the Knowledge Architect role, depending on the requirements of the position.
Cheers,
-- Stephen.
====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 11/02/2018 7:52 AM, John Hovell johnhovell@... [sikmleaders]
wrote:
Hi everyone,
I have a client asking for “competencies for the roles of Knowledge Architect and Knowledge Manager”. I have some data, and yet I sure would appreciate any additional data, info and knowledge you can share!
Much appreciated,
John
CEO & Co-Founder
STRATactical International
http://www.STRATactical.com
http://twitter.com/klowey22
http://www.meetup.com/Knowledge-Cafe
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