Are you beginning to see several points of view about KM in your work? As knowledge workers, we’re exposed to (and are positioned to react to) a wide range of perspectives about how knowledge is managed in the workplace. I’m becoming more and more aware that colleagues (both knowledge workers and “others” – whoever these “others” might be!) are thinking about KM, knowledge services, and knowledge strategy in many different ways. Would it be helpful if we shared some of these different perspectives with one another? As for me, I’m thinking there are probably four ways people think about KM…
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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 question taps into a “true source” of advantage, with competitive advantage stemming from two “sources of scarcity,” positional advantage and special capabilities. Of course. And could there be a better approach for strategic knowledge professionals, as they seek to establish the company as a knowledge…
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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 seems to be a kind of KM/knowledge services framework falling into place, what I’m calling “the new KM.” Here’s what I’m seeing as this new “slant” on KM becomes part of our corporate and organizational management picture: 1. Knowledge services – the converging of information…
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