For a couple of years now, I’ve been playing around with some pretty important changes I’ve observed in the overall KM/knowledge services/knowledge strategy picture. Clients and colleagues are doing things differently than they were a few years ago, and I’m watching with considerable interest what’s happening here. And it’s an appropriate time to be thinking …
KM/Knowledge Services: Positional Advantage and Special Capabilities
In a previous post discussing the value of testing organizational strategy and the implementation and maintenance of corporate knowledge strategy, I invited readers to look at “Thinking about Strategy,” an article in The McKinsey Quarterly Monthly Newsletter. In the article, describing “tests” for the company’s knowledge strategy, one such test asks if the strategy in …
The New KM: A Personal View
From my perspective, and based on my observations as I move about the knowledge services community, the attributes of the new KM are becoming clear. Whether I’m working with clients or participating in discussions about KM and knowledge services (including quite a lot of just chatting and general conversation with pals and professional colleagues), there …
Talking the Talk: More on Knowledge Services
Sometimes it seems a little too easy, doesn’t it? A little too simplistic. And, yes, in our work we are often asked: cannot knowledge management do the job? Why must KM converge with information management and strategic learning in this discipline called knowledge services? There are two reasons. The first is that in today’s business and research environment, the management …
Talking the Talk: Moving from KM to Knowledge Services
It was about ten years ago that those of us working in KM began to realize that we needed something less amorphous and vague than the term “knowledge management.” As I noted in the last post, “knowledge management” just caused too much confusion when we tried to describe our work. As we tried to convey the …
