SMR

A colleague finds himself in a strange professional situation, perhaps a classic management conflict. In the forward-thinking company where he works, he has been assigned to take knowledge development and knowledge sharing to “the floor.” His colleagues who manage strategic learning feel that it’s time for KD/KS to go live, so to speak, and everyone in the company should be in  position to benefit from the firm’s well-developed knowledge strategy. Our friend’s job is to work with HR (which has responsibility for strategic learning) in organizing and implementing training programs for staff, and things have been going pretty well. Most…
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We’re all agreed that a key element in the success of any KM/knowledge services strategy is strategic learning. Indeed, strategic learning is one of the three “legs” (as we often say) of knowledge services, converging with information management and knowledge management to establish corporate knowledge-sharing success. One of management’s biggest challenges, though, is coordinating these key elements. From the SMR International perspective, there’s a critical first step: bring together HR and knowledge strategy leaders in the corporation, creating a special purpose community of practice to follow the progress of knowledge strategy implementation and, when required, to provide directed interventions when…
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