Recommended Knowledge Management 3.0 part III: The KM process

One of the major recurring themes this month will be knowledge management.

For those who did not read the previous posts, u can check them here

KM 3.0 part III: The KM process.


The most important part when implementing a knowledge management system is having a well-defined strategy. Strategy, process, technology - knowledge

If you don’t know why you want a KM system or what you want from it, you probably won’t succeed (and probably shouldn’t even try).

Your strategy will influence your process, and your process will influence your choice of technology (and vice versa). The combination of these factors will determine how successful your KM system will be.

Please note that the strategy, process, technology and knowledge may be different for different parts of the organization. Your KM strategy for projects may be different for your KM strategy for various departments and the organization. Each department may also need their own individual KM strategy according to their needs.

Organization, department, project, you Organization, department, project, you Organization, department, project, you

To be continued at

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Agreeing with the WSJ “”Why You Can’t Use Personal Technology at the Office”

Indeed, as an operational manager I always state that my personal productivity will increase with at least 15% in case the rigid use of guidelines and applications of our corporate ICT Guidelines would be loosened.

Found at

Does this sound familiar?

At the office, you’ve got a sluggish computer running aging software, and the email system routinely badgers you to delete messages after you blow through the storage limits set by your IT department. Searching your company’s internal Web site feels like being teleported back to the pre-Google era of irrelevant search results.

At home, though, you zip into the 21st century. You’ve got a slick, late-model computer and an email account with seemingly inexhaustible storage space. And while Web search engines don’t always figure out exactly what you’re looking for, they’re practically clairvoyant compared with your company intranet.

This is the double life many people lead: yesterday’s technology for work, today’s technology for everything else. The past decade has brought awesome innovations to the marketplace—Internet search, the iPhone, Twitter and so on—but consumers, not companies, embrace them first and with the most gusto.

Even more galling, especially to tech-savvy workers, is the nanny-state attitude of employers who block access to Web sites, lock down PCs so users can’t install software and force employees to use clunky programs. Sure, IT departments had legitimate concerns in the past. Employees would blindly open emails from persons unknown or visit shady Web sites, bringing in malicious software that could crash the network. Then there were cost issues: It was a lot cheaper to get one-size-fits-all packages of middling hardware and software than to let people choose what they wanted.

But those arguments are getting weaker all the time.

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