In the August 29th SMR post we gave attention to knowledge workers, a first “category” for people working in the knowledge domain. Another category is that of strategic knowledge professionals. These are knowledge development/knowledge sharing (KD/KS) employees often thought of as a company’s “information professionals,” “content professionals,” “IT specialists,” “information managers,” or any of the myriad new titles coming into the knowledge lexicon these days. As KM and knowledge services continue their move toward enterprise-wide acceptance (including acceptance and – to some extent – enthusiasm in the management community at large), we see the valuable role of the strategic knowledge professional extending…
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An earlier SMR post addressed the subject of careers in KM/Knowledge Services. Let’s continue. In my work I’m noticing more and more attention being given to different categories of knowledge workers. It’s not a new idea, and in his 1997 book Intellectual Capital: The New Wealth of Organizations (1997) Tom Stewart sorts through the employees doing knowledge work and comes up with a useful description of how the workplace has moved from the agricultural and industrial focus to the more knowledge-focused environment (“The flavor is unmistakable,” Stewart writes: “An ever-growing percentage of people are ‘knowledge workers’: Information and knowledge are…
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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, I’m now seeing a perhaps-common thread, an opening for us to look at the connection between what we’re doing with KM/knowledge services and change management in the organizations we work with. Don’t run away. Yes, I know the term “change management” often brings about a…
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