Our Blog

Looking at a few keynotes from one of our internal, semi-annual technical conferences, and reflecting on some of the many Microsoft and Customer stories I heard on my recent travels in Europe, it doesn’t take a lot to see how they are all converging around one thing: Digital Transformation.

Hear from KMI students, interviewed after their certification courses in London and Washington, DC.

    Click here to view video.

We recently featured a two-part article by Lesley Crane, considering the question of whether knowledge management is a science.  (Part I, Part II)  Alongside the article, we included an open survey asking readers what they think.  This caused quite a stir, and we had 186 responses in total. So, what did the community think on this question? 

Lesley’s Analysis

The ability to learn and repurpose knowledge from a specific circumstance is a key to ingredient to innovation.  There are a number of ways that KM practitioners can leverage knowledge and learning.  Some of the techniques most used by KM practitioners include: (1) knowledge capture, (2) knowledge leveraging, (3) knowledge creation, (4) Lessons learned and (5) Best practices.

Lesley Crane continues her discussion as to whether or not KM should be considered a science. . . Our survey results will be published next week.

Consequently, one can envisage that a scientific field is characterised by dominant theory, a body of appropriate research and knowledge, and a lively research agenda. From an academic perspective, the field of Knowledge Management possesses all of these characteristics.

It comes as no great surprise that a recent investigation of C-Suite respondents finds creativity and innovation, and creating a truly service culture to be top priorities. To this wish list we could easily add sustainability, managing change in a disruptive VUCA environment, and responding to the volatility of consumer demands. All of these issues share one thing in common – they position knowledge and knowledge workers front and centre.  Easy to say, not so easy to do.

It’s that time of year again to take stock of where we are, what we’ve done, and envision doing something different in the future. The popularity of setting New Year’s Resolutions speaks to our natural affinity for change.  According to the Statistic Brain Research Institute, 45% of Americans set New Year’s resolutions, yet only 8% of those fully succeed. 

Whether you are in the ‘resolution setter’ category or not, would you like to really be successful at what you’d like to change?

I am coming back to a popular and dear topic to many here: e-mail vs. conversations (I’ll use ‘conversations’ loosely, to refer to ‘enterprise social’ platforms in general). The discussion that seems to occur most often in my own experience, is regarding the “WHAT” (e-mail or ‘social’ tools) but not nearly as often on the “WHEN”, "HOW", or even more importantly in my opinion: the “WHY”.

We now want the same digital experience and service levels at work as we get in our personal life

The world of work is undergoing significant change. Worker expectations have shifted in so many ways. Employees want to use their own devices and applications to get their work done. They expect to have their views and ideas aired and to get rapid feedback. Access to information and to decision makers is often more important than financial remuneration. Transparency and Collaboration are the new corporate mantras.

 . . . and an essential driver of Business Transformation!

I had the great opportunity to sit down with two CxOs from a European police organization a couple of weeks ago. The topic for discussion was to share experiences and discuss the common challenges and opportunities, that the business transformation of moving into a Mobile-first, Cloud-first world creates.