SMR

  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 put, as developing and implementing strategies for managing information, knowledge, and corporate or organizational learning, these activities provide focus for the knowledge strategist for matching the corporate knowledge strategy with the organization’s business strategy or mission. The knowledge strategists are the people who design and plan…
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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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It’s no secret that knowledge management and knowledge services have come of age. Don’t think so? Then why is your company calling its corporate intranet the “corporate KM system”? Why are connections to your organization’s affiliates known as “knowledge portals”? Why are the people moving ahead in KM/knowledge services known as “knowledge strategists”? Think about it. Think about what your role is (or is going to be) in your company’s knowledge future. Are you ready? Here’s how to learn what you need to know: Come to the KM/Knowledge Services Boot Camp at the SLA Annual Conference in Philadelphia. On June…
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