The third type of knowledge professional I’ve identified is the organizational or corporate knowledge strategist, the employee whose work is that generally thought of as the management of knowledge services. With knowledge services usually defined – as noted in earlier posts on this subject – as the convergence of information management, KM, and strategic learning, or, perhaps better …
“Same Institution, Changing Culture, Different Economic Context, Different Set of Players….”
Reviewing a few recent client assignments, I find myself intrigued when we get to speaking about what works and what doesn’t work. I’m also stimulated by comments offered in response to a previous SMR post about Sharing Techniques from the Development Community (which itself was inspired by Ian Thorpe’s Learning as Part of the Brand). As a result, …
Is KM/Knowledge Services a Tool or a Discipline?
Edwin Vargas at the LinkedIn Knowledge Management Group has responded to recent posts here, last week’s series about KM/knowledge services. Edwin’s question is valuable and will, I expect, help think about KM/knowledge services a little differently. In his response, Edwin tells us that his company is talking about getting vendors that provide tools for KM. He …
Drucker Management for Libraries
The management of non-profits was always one of Peter Drucker’s great interests, and he gave much attention to the role of management excellence and its importance for non-profits, particularly later in his work. In The Five Most Important Questions You Will Ever Ask About Your Nonprofit Organization (San Francisco: Jossey-Bass, 1993), Drucker expressed his goals …
Knowledge Strategy – Prescriptive or Descriptive?
There is no single approach to knowledge strategy development, and in this particular discipline in the KM/knowledge services arena, there is no such thing as “one size fits all.” Every institution and every functional unit has its own way of dealing with knowledge. The trick is to dig deep enough to find out how the knowledge is to dealt with.
