Archive for the 'knowledge management' Category

Be Knowledge-Able

In today’s information-enabled environment, a company can gain the biggest opportunities — and ultimately derive the most value — from its intellectual, rather than physical, assets. By developing and successfully implementing a formal knowledge management strategy, organizations can harness the power of these assets to achieve and maintain a stronger competitive edge. The most quantifiable benefits of knowledge management are those that have a direct impact on bottom-line savings. Simply capturing and archiving information in a traditional document management system can go a long way toward increased efficiency and reduced labor costs by providing faster access to information, as well as reducing physical document storage needs. But capturing information is only a very small part of the overall process — and value — that can be realized through knowledge management.

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Knowledge Management Best Practices: Comparing Apples to Apples

When it comes to KM best practices, APQC president Carla O’Dell explains how knowledge taxonomies and open standards can improve benchmarking and speed knowledge transfer.

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From Human to Artificial Intelligence

AI has had more periods of hype and disillusionment than any other technology. But Freddie McMahon believes when it comes to knowledge management, it could change the economics of everything.

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An Update on Knowledge Management in the Federal Government

This year’s Knowledge Management Conference was held, as it has been since the year 2000, in April at the Ronald Reagan International Trade Center in Washington, DC. As we have done at all these events, we surveyed the attendees in relation to their agencies’ knowledge management (KM) initiatives. There were close to eight hundred participants in attendance at the conference and exhibits. They were mainly knowledge management practitioners from the public sector at large, but primarily from the federal government. While the survey clearly is not a scientifically representative sample of the public sector, the results do enable us to understand a bit better what the current state of knowledge management is within the federal government.

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Knowledge Management and Business Intelligence

What is the relationship between knowledge management and business intelligence? Many confuse knowledge management (KM) with business intelligence (BI). According to a survey by OTR consultancy, 60% of consultants did not understand the difference between the two. Gartner clarifies this by explaining business intelligence as a set of all technologies that gather and analyze data to improve decision making. In business intelligence, intelligence is often defined as the discovery and explanation of hidden, inherent, and decision-relevant contexts in large amounts of business and economic data. Knowledge management is described as a systematic process of finding, selecting, organizing, distilling and presenting information in a way that improves an employee’s comprehension in a specific area of interest. Knowledge management helps an organization to gain insight and understanding from its own experience. Specific knowledge management activities help focus the organization on acquiring, storing and utilizing knowledge for such things as problem solving, dynamic learning, strategic planning and decision making. Conceptually, it is easy to comprehend how knowledge can be thought of as an integral component of business intelligence and, hence, decision making. I argue that knowledge management and business intelligence, while differing, need to be considered together as necessarily integrated and mutually critical components in the management of intellectual capital.

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Creating a Receptive Environment for Knowledge Management Implementations

Applying Knowledge Management (KM) within a business preserves institutional knowledge, captures new knowledge and makes relevant information more widely available throughout the organization. This improves business efficiencies and enhances decision making and planning tenfold. However, adopting KM requires more than the mere installation of a few collaborative technologies. A culture change is essential to create a receptive environment.

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Which Way Forward for KM?

Knowledge management has changed so much over the last decade, it would be handy to know what to expect in coming months to help develop the most effective strategies. Louise Druce asks Larry Prusak, founder of the Institute for Knowledge Management, for his thoughts on what the future holds for KM. One of the major achievements of KM in recent years has been getting knowledge into the discourse and discussions of organisations, according to seasoned expert Larry Prusak. But it’s only half the battle – simply holding on to it is not enough if firms want to survive in the future. Prusak is probably most well-known as the founder of the Institute for Knowledge Management, a global consortium of member organisations self-tasked with advancing KM through action research. He currently co-directs a knowledge research program at Babson College, where he is a Distinguished Scholar in Residence, but extensive work as a researcher and consultant has also meant he has seen a fair few changes to KM in his time.

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7 Ways to Add Value to Content

Why do you read your favourite newspaper? What about your favourite magazine? You’d probably answer that it’s because they print content that you find interesting. Seems simple enough, doesn’t it? But, if you think about it, you also read your favourite newspaper and magazine because of the content they don’t publish. Lots of the time, whether it’s in knowledge management or content management, we think about getting users more content — the old “if they only had the right information at the right time, things would be better” approach.

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Rethinking Knowledge Management: PersonalBrain User Accumulates 80,000 Thoughts

The market for content and knowledge management systems and solutions is a crowded one—so much so that it can sometimes feel as if there are as many offerings out there as there are, say, neural pathways in the human brain. But there is probably only one knowledge management product that takes the inspiration for its design directly from that most complex and intricate of organs. PersonalBrain, a product of TheBrain Technologies, links networks of information including ideas, concepts, files, and webpages in a manner that attempts to mimic the thought processes of each unique user. Last year, TheBrain Technologies, a provider of visualization and dynamic mind-mapping software, released the fourth version of the PersonalBrain product, and last month the company celebrated a milestone in usage when one user surpassed 80,000 thoughts in his Brain.

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Knowledge Management and Competitiveness

The World Economic Forum (WEF) in Davos, Switzerland, recently issued its annual ranking of the world’s most competitive countries. The U.S. regained its number one position, having lost it to Switzerland in the 2006 listing. The release of the WEF study was met with huge interest by multinational companies as well as the heads of state of just about every country. What is this all about? In effect, we hear a lot about the knowledge economy as the goal that individual nations must seek. The World Bank defines it as “an economy that creates, acquires and uses knowledge effectively for its economic and social development.” But what are the links between a knowledge economy and a competitive one? How does knowledge impact the ability of a firm, or of a nation, to compete?

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Infosys, MindTree, Satyam, TCS, Wipro Aiming India’s Most Admired Knowledge Enterprises

Teleos, an independent knowledge management and intellectual capital research firm, in association with the KNOW Network, a Web-based global community of organizations dedicated to achieving superior performance through benchmarking, networking and best practice knowledge sharing, has recently announced the winners of the 2007 Indian Most Admired Knowledge Enterprises (MAKE). The winners of the third Indian MAKE Award 2007 are Bharti Airtel, Eureka Forbes, Infosys Technologies, Larsen & Toubro, Satyam Computer Services, TCS, Tata Steel, Wipro Technologies and the overall winner was Mindtree Consulting.

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Does Knowledge Sharing Deliver on Its Promises?

For nearly two decades, consulting firms, technology companies, R&D-driven corporations and other knowledge-intensive organizations have made significant investments in “knowledge management” initiatives. These initiatives are intended to facilitate the capture and transfer of company expertise as a way to spur learning and innovation. But research by Wharton management professor Martine Haas and Morten Hansen, professor of entrepreneurship at INSEAD, indicates that knowledge sharing efforts often fail to result in improved task outcomes inside organizations — and may even hurt project performance. However, organizations that plan carefully before launching a knowledge-sharing initiative, and support these efforts along the way, have a much better chance of adding value, the researchers say.

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Knowledge Management Supports Companies, People

This is the second in a series of six articles on knowledge management (KM) written by Jerry Ash, former West Virginia state senator (1980-87); editor/publisher of the Preston County News, Terra Alta; professor of journalism at West Virginia University; and co-author of West Virginia USA.

Knowledge by itself has no measurable value, but knowledge as a process does. When knowledge management became a hot topic in the 1990s, management assumed the purpose of KM was to codify the human knowledge asset–that which was held in people’s heads.

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Brainwork: A Fact of Life for 21st Century Enterprise

This is the first in a series of six articles on knowledge management (KM) written by Jerry Ash, former West Virginia state senator (1980-87); editor/publisher of the Preston County News, Terra Alta; professor of journalism at West Virginia University; and co-author of West Virginia USA.

The importance of knowledge as a resource is nothing new, particularly when an industry relies heavily on research and innovation. Yet knowledge management now has the attention of a wide range of business thought leaders as never before. KM is not a fad, and it won’t disappear as long as knowledge matters, and it matters now more than ever.

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Knowledge Management Bloated?

After spending some time categorizing the elements of knowledge management, it became obvious that knowledge management actually consists of many rather disparate components. While it would be nice to think that these components always complement each other, it also seems apparent from this list that there is certainly an inordinate focus on technologies. So the obvious question that stems from these observations is: is knowledge management bloated?

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Raising the Strategic Profile of Knowledge Management

Mike Zack, an associate professor at Northeastern University, College of Business Administration, threw out the concept of knowledge strategy. We should not just focus on what we know, but also on what we should know.

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51 Pieces of the Knowledge Management Puzzle

Knowledge management just seems inordinately complicated sometimes, doesn’t it? Like there are so many disparate pieces to the puzzle that we’re not even sure what they all are sometimes. I was doing some thinking over the past week about the reasons for this complexity — and what strikes me as a major reason is the amount of other disciplines that knowledge management gets its fingers into. Within these disciplines, there are all kinds of complex concepts and subdisciplines as well. I decided to sit down and write out as comprehensive of a list as I could, along with a short description of that concept, discipline or subdiscipline’s connection to knowledge management.

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Spending on Knowledge Management will Hit $73B in 2007

According to a new report released by AMR Research, U.S. companies will spend $73B on knowledge management software in 2007, and spending will grow nearly 16% to an average of $1,224 per employee in 2008. As a growing number of needs and initiatives are left unsupported by established enterprise applications, the demand for KM technologies has increased, leading to record-level activity in knowledge management; content management; navigation, search, and retrieval; and collaboration platforms.

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Read the overview of the report here

Most Companies have No Plan to Deal with Impending Brain Drain

In the next 10 years, about one-in-three companies expect 20% or more of their workforce will be eligible to retire, according Monster’s recent national survey of 550 HR managers. Most companies recognize that an exodus of talent threatens their business in the coming years, yet few have knowledge retention programs to deal with a brain drain caused by retiring baby boomers, according to a survey by Monster Worldwide.

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Information Innovation

by John Regazzi

Information Innovation is occurring all around us and changing the way we understand and interact with our world. Innovations in information are changing the ways we use and exchange information in economic terms as well as affecting our personal and professional knowledge space. The College of Information and Computer Science at Long Island University is focused on the confluence of Technology, People, and Information. We are seeing broad and significant shifts in each of these spaces.

Some key shifts:

Technology
. Information technology is moving on two axes very quickly: from the pc to the net, and from the desk to the hand. Recently Elevation Partners invested $325 million, of nearly 20% of their portfolio, in Palm Inc, which has been lagging the market for some time. The key rationale for this bet is the increasing accelerated innovation taking place in transforming mobile phones to computers. What underlines much of this changing environment, is the increasing development of modular web-based software services available to a host of computing devices particularly cell phones and related PDA devices. These modules are being developed by such companies as Google, Yahoo, and Apple while Microsoft and others struggle with the releases on new operating systems and other software upgrades for the pc.


People
. Another interesting shift occurred in early June 2006. The number of Google searches in the United States for “social computing” exceed the number of requests for “knowledge management”, and the same thing occurred globally by December of last year. Matthew Brown, of Forrester, noted in a recent report on the Information Workspace: “When knowledge management (KM) practices, tools, and architectures burst onto the scene in the mid-1990s, they looked a lot like the old economy businesses that built them, hierarchical and workflow-driven. Now, social computing tools and communities are flattening those architectures and extending the reach of KM well beyond the walls of the conventional enterprise to touch customers and business partners.” People are relying less and less on the process driven, data modeled systems of KM, and are innovating on how to manage their expertise, knowledge, and problem solving across the enterprise in differ and new ways.

Information. Search is being challenged in ways no one expected even several years ago. In a New York Times article Udi Manber, Google’s head of search quality notes “ Expectations are higher now. When search first started, if you searched and found something it was a miracle. Now if you don’t get exactly what you want in the first three results, something is wrong.” The bar will be raised even higher, as search engine companies become not only more precise, but also able to provide exact meaning and trends from the structured and unstructured data being searched. This will move the field from information retrieval to knowledge discovery, as search companies move users from items they find relevant to knowledge insights and discovery that they have not before considered.

The Information Innovation Exchange will look at these shifts and others like them occurring through information innovations. We hope that it will allow you to think about these changes, call others to our attention, and comment on their impact on you, your organizations, your businesses, and your professional life. Each issue will have an opening essay followed by items of interest that touch some form of information innovation. We hope this blog will be as useful to you as it is to our College faculty and students.

KMSearch

KMSearch is a new Google customised search engine for knowledge management. The KMSearch wiki. At the moment, that only consists of looking at the sites searched, and recommending new sites.

KMSearch

KMSearch Wiki

LexisNexis Releases Survey on Information Professionals Use of Web 2.0 and Knowledge Management to Add Value to Their Organizations

LexisNexis, a leading provider of information and services solutions, announced at the SLA Annual Conference in Denver the results of a nationwide survey to provide insights into how Information Professionals (IPs) are adding value to their organizations through technology and knowledge management. Information professionals are savvy when it comes to leveraging technology to make information more valuable, relevant, and accessible, with 93% of librarians saying they currently use intranets for managing and distributing information, and seeing collaborative workspaces (57%), wireless (44%), and portals (51%) as very important for the future.

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