Please see below selected ntelligence about knowledge from before 2016. This is a synthesis of major recent developments at competitors, business schools, thinktanks, media, commentators, and other key influencers.
- A new paper claimed that embodied knowledge can “unlock innovation, creativity and intelligence in business”. However, this isn’t embodied knowledge as traditionally interpreted by knowledge management (i.e. a type of tacit knowledge where the body knows how to act, such as riding a bicycle), but a collective, physical experience that is claimed to change individual perceptions of others.
- The growing importance of knowledge work and knowledge workers demands innovative human resources management practices and policies, argued RealKM. Compared with traditional forms of work, knowledge work is said to have a broader scope, be less predictable, and involve a greater degree of judgment from workers. Thus, it cannot be centrally designed as a set of procedures and cannot be directly managed.
- Forrester's Knowledge Management For Customer Engagement report examined the capabilities of 18 KM vendors and offered a decision framework for choosing the right type of solution tailored for an organisation's needs. According to the report's author, knowledge delivered to the customer or the customer-facing employee at the right time in the customer engagement process is critical to a successful interaction.
- The CEO's role in Knowledge Management from Quality Digest argued that certain leaders are able to achieve greater and more sustainable results from KM than others, despite having similar KM experts and technology at their disposal, and listed the qualities that seem to set these leaders apart from others.
- In the tradition of year-end “Best Of” lists, APQC wrapped up December by sharing its five most popular KM content pieces from 2015: 1. Connecting People to Content; 2. Knowledge Mapping: An APQC Overview and Knowledge Mapping Concepts and Tools Collection for how-tos, templates, and more; 3. 2015 KM Priorities Executive Summary; 4. Structure and Staffing of Best-Practice KM Programs and 5. Choosing the Right Knowledge Transfer Approach.
- The CEO’s role in knowledge management' listed the qualities that could set apart the leaders who are able to achieve greater and more sustainable results from knowledge management.
- In 'The Knowledge Economy Revolution', RealKM claimed that in the economies of most developed countries, knowledge has already supplanted capital, land and labour as a factor of production. In a knowledge economy, value is created mainly through new ideas on how to arrange resources, and knowledge and technology are more relevant than raw materials and cheap labour. This introduces fundamental alterations.
- In a tutorial session at the KMWorld 2015 Conference in Washington, Stan Garfield discusseed what he called the “16 myths of knowledge management”, debunking each one.