The question we’re exploring: If you were given the task of starting KM in your organization, how would you begin? Let’s continue with our strategic road map: We choose the term “audit” for lots of reasons, and one of the best is the connection with the auditing principle in the financial industry: we’re doing more than conducting a “needs assessment” because we’re also making a judgement about knowledge services, determining how well we are doing what we’re doing now and then identifying needs and making recommendations for working better, for smarter KD/KS. As we move into the knowledge audit, we expect to examine…
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The question we’re exploring: If you were given the task of starting KM in your organization, how would you begin? Let’s continue with our strategic road map: For some knowledge workers, there is a tendency to think of knowledge strategy as something like a checklist, a collection of tasks to be accomplished or a set of applications to be incorporated into the larger corporate KM/knowledge services structure. Not really. The strategy – as we noted in the previous post – is an inspirational statement, a document that describes what the company’s aspirations are in working with knowledge development and knowledge strategy (KD/KS).…
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The question we’re exploring: If you were given the task of starting KM in your organization, how would you begin? Let’s continue with our strategic road map: However you interpret your assignment, recognize that developing strategy is fundamental. You have to know where you are going, and giving some thought to the organization’s knowledge strategy will not only get you on your way, you’ll begin to frame your goals with the practicalities of how you are going to attain those goals. A corporate knowledge strategy is in two parts. The first – what we usually call “knowledge strategy” – is very inspirational…
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