Networking is key.
It doesn’t seem to matter what the topic is, whether one is seeking to innovate, create, or simply move forward with the day-to-day work, the entire management community seems to be talking about networking: personal, professional, electronic social media.
We’ve all come to accept that networking is a good thing.
As it happens, I’m a great proponent of networking in the workplace, and I’ve begun to connect the success of KM/knowledge services with the level of successful networking pertaining to KM/knowledge services that goes on in organizations, companies, and businesses.
I am also seeing a pattern – at the senior management level – of informal networking about KM/knowledge services, a “culture” (as I usually call it) in which senior managers speak with one another about the role of high-quality KM/knowledge services in organizational effectiveness.
In doing so, they often speak about people in the organization they’ve identified who understand the role of efficient and effective KM/knowledge services, people they can bring into the conversation to speak about the value of KM/knowledge services.
We generally refer to these people as knowledge thought leaders, people who “get it” when it comes to working with KM/knowledge services.
But who are these people? How do you identify knowledge thought leaders in your organization? In your place of business, what are the attributes, the characteristics of a knowledge thought leader?