SMR

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 management of non-profits was always one of Peter Drucker’s great interests, and he gave much attention to the role of management excellence and its importance for non-profits, particularly later in his work. In The Five Most Important Questions You Will Ever Ask About Your Nonprofit Organization (San Francisco: Jossey-Bass, 1993), Drucker expressed his goals for nonprofit organizations: “Although I don’t know a single for-profit business that is as well managed as a few of the nonprofits, the great majority of the nonprofits can be graded a ‘C’ at best. Not for lack of effort; most of them work very…
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Is it possible to apply KM/knowledge services principles and philosophies in every type of workplace? In every kind of subject specialization? Discipline? How does KM/knowledge services vary in different environments?