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Halcyon actively monitors change covering more than 150 key elements of life.

A Mundane Comedy is Dominic Kelleher's new book, which will be published later in 2023. The introduction is available here and further extracts will appear on this site in the coming months. Please get in touch with any questions or thoughts.

The 52:52:52 project, launching both on this site and on Twitter in early 2023 will help you address 52 issues with 52 responses over 52 weeks.

What's Changing? - Knowledge



Please see below selected recent knowledge-related change.


See also:


March 2023

  • A study of the impact of ChatGPT on ‘mid-level professional writing tasks’ - such as writing memos and strategy documents - found that professionals who used the tool completed tasks on average 37% faster, and with improved average writing quality. For GZERO, this is a revolutionary productivity leap, meaning that if they are replicated in real offices then knowledge work is about to be transformed.
  • New World Same Humans asked what, in the end, is being transformed by AIs such as GPT and concluded that it’s nothing less than the relationship between human imagination and reality. Humans possess a power of recursive thought that allows us to imagine pretty much anything and now, whether we imagine an image, slide deck, app, video game, or virtual world, in seconds in can be realised. The challenge this poses to the global knowledge worker class might become: what is the point of us now?


December 2022


October 2022

  • study explored the influence the web was having on our perception of knowledge.  It transpired that when we search for something online, we often end up with a false sense of knowledge. The study, which consisted of nine separate experiments, found that when we obtain knowledge online, we perceive our knowledge as much greater than we do when the knowledge is obtained through other channels. “This was a very robust effect, replicated time and time again,” the researchers noted. “People who search for information tend to conflate accessible knowledge with their own personal knowledge.”
  • RealKM noted that organisations typically want knowledge to flow between employees, thinking that doing so helps to facilitate both collaboration and innovation. They’re generally less keen, however, on knowledge flowing outside of the organisation, for fear that it will benefit rivals and erode competitive advantages. Research1 from Bocconi University suggested that we’re much more likely to share knowledge internally when we feel that we’re an integral part of the organisation, while we’re more likely to leak information and knowledge externally to a rival firm when we work for an organisation that has a more competitive culture.


October 2022

  • Sir Isaac Newton famously popularised the notion of standing on the shoulders of all those who went before him when making his groundbreaking discoveries. This notion of knowledge and innovation being a fluid process whereby ideas are combined and built upon is now widely understood. Research from the University of Illinois has now explored how knowledge can flow between sectors and regions, underpinning innovation and creativity as it goes, as well as the economic growth that flows from that knowledge. The researchers utilised patent application as a proxy for innovation and knowledge creation, and were able to track the flow of patents based upon their city of creation through to where they were cited. The results showed that the local environment remained important across all sectors. This included the industry structure in the area, the presence of a university, the size of firms, and so on. Given the right conditions, all sectors were able to benefit in terms of their innovation output.


June 2022


May 2022

  • Real KM noted that the effective creation, storage, sharing, and application of knowledge is greatly assisted by favourable organisational environments. In a paper, researchers from the University of Beira Interior in Portugal contend that spirituality influences the creation of such environments because it fosters:
    • the moral and emotional evolution of organisational members as well as their sense of integrity, truth and understanding
    • the generation of mutual trust
    • feelings of belonging to a greater whole.
  • A US startup wants to backup all of humanity’s knowledge on the Moon. Lonestar Data Holdings wants to put data servers on the Moon that will allow data traffic to and from Earth at 15 Gigabits per second. ‘It's inconceivable to me that we are keeping our most precious assets, our knowledge and our data, on Earth, where we're setting off bombs and burning things,’ said founder Christopher Stott.


April 2022

  • Knowledge workers typically experience two productivity peaks in a workday (before and after lunch), but as the pandemic sent workers home, some saw a third peak before bedtime, according to a study of Microsoft employees. This “triple peak day” highlights the benefits of remote work flexibility (e.g. parents with small children) but also the perils of being “always on”.


March 2022

  • Microsoft surveyed over 30,000 knowledge workers in 31 countries and crunched trillions of ‘productivity signals’ from Office365 and LinkedIn. A hybrid work world is now an established fact post-pandemic, but the survey examined how that is working out for everyone. One clear signal: we’re amid a quest for new norms to help navigate a hybrid and remote work world. The greatest challenge of hybrid according to 38% of those surveyed, is knowing when they’re expected to show up at the office. And Microsoft also found that ‘digital exhaustion’ is a mounting risk. According to their data, the average workday for an MS Teams user was longer by 46 minutes since the start of the pandemic, and weekend work was up 14%.


November 2021


October 2021


July 2021


March 2020


December 2020


October 2020

  • HBR noted that different kinds of human effort require different kinds of knowledge. Aristotle explained this more than 2,000 years ago. He outlined distinct types of knowledge required to solve problems in three realms. Techne was craft knowledge: learning to use tools and methods to create something. Episteme was scientific knowledge: uncovering the laws of nature and other inviolable facts that, however poorly understood they might be at the moment, “cannot be other than they are.” Phronesis was akin to ethical judgment: the perspective-taking and wisdom required to make decisions when competing values are in play - when the answer is not absolute, multiple options are possible, and things can be other than what they are. HBR adds that this ability to size up a situation and the kinds of knowledge it calls for is a skill you can develop with deliberate practice, but the essential first step is simply to appreciate that those different kinds of knowledge exist, and that it’s your responsibility to recognise which ones are called for when.
  • Further HBR research found that, in sum, lockdown was positive for knowledge worker productivity in the short term.
    • Lockdown helps us focus on the work that really matters. We are spending 12% less time drawn into large meetings and 9% more time interacting with customers and external partners.
    • Lockdown helps us take responsibility for our own schedules. We do 50% more activities through personal choice and half as many because someone else asked us to.
    • During lockdown, we view our work as more worthwhile. We rate the things we do as valuable to our employer and to ourselves. The number of tasks rated as tiresome drops from 27% to 12%, and the number we could readily offload to others drops from 41% to 27%.
  • Nevertheless, it has also created some concerns and challenges around longer-term effectiveness, creativity, and personal resilience.


September 2020


August 2020

  • TrendWatching talked about an emerging trend they called M2P: mentor-to-peer. They asked: where is the Tinder for knowledge, skills and mentorship? f I’m a 25-year-old marketing professional in London, then why in 2020 can’t I hit a button somewhere online and instantly see the other marketing professionals in my local neighbourhood who are open to grabbing coffee today? Why can’t I find the 50-year-old marketing supremo who lives two streets across, who’d be happy to have lunch and share some advice? 


May 2020


December 2019


July 2019

  • Knowledge resistance is “the tendency not to accept available knowledge”, according to the mission statement of the interdisciplinary project Knowledge Resistance: Causes, Consequences and Cures, which was in 2019 awarded a grant from the Swedish Foundation for Humanities and Social Sciences. In an age of misinformation both online and off, researching knowledge resistance could not be more timely. When senior politicians announce that the people have had enough of experts, it’s not long before a race to the bottom begins, where dangerous myths and misinformation can entrench themselves. 


June 2019

  • The Financial Times believes that the current "explosion of knowledge" is partly a numbers game. In Isaac Newton’s day, there were perhaps 1,000 people in the world studying advanced mechanics. In Albert Einstein’s day, there were perhaps 10,000 scientists worldwide researching quantum physics. But today, there are hundreds of millions of people engaged in scientific research and technological development, not just in the famous universities and multinational companies but in thousands of innovative start-ups.


May 2019


February 2019

  • For The School of Life, one of the most striking features of our minds is how little we understand them. Although we inhabit ourselves, we seldom manage to make sense of more than a fraction of who we are. This lack of self-knowledge can be trouble, for it leads us to get into the wrong relationships, pick unsatisfactory jobs or spend money unwisely.


December 2018


November 2018


October 2018


September 2018


August 2018


July 2018

  • Uncertainty helps us learn, claimed Quartz. Unpredictable circumstances make our brains work harder and absorb more information.


June 2018

  • Watching experts gives people confidence they don’t deserve, warned Quartz. You can’t do what they do without years of practice.


Pre 2018

See also the following from Real KM magazine during January 2016:

See also:


  • 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 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.



November 2015










  • Teleos, in association with The KNOW Network, announced the 25 Winners of the 2015 Asian Most Admired Knowledge Enterprises (MAKE) study. The Singapore Armed Forces was recognised as the Overall Asian MAKE Winner for the third time. The 2015 Asian MAKE Winners were: Architectural Services Department (Government of Hong Kong SAR, China), Arup Hong Kong, CLP Power Hong Kong, COFCO Corporation Nutrition and Health Research Institute (China), Dr. Reddy's Laboratories, eClerx Services, EY, Hong Kong, Ernst & Young Hua Ming LLP, Far East Holding Group Co., HCL Technologies, Infosys Limited, Isfahan Mobarakeh Steel Company, Korea Water Resources Corporation, Pertamina, Samsung Electronics, Samsung SDS, Singapore Armed Forces, Tata Consultancy Services, Tech Mahindra, TELKOM Indonesia, Titan Company, Toyota Motor Corporation, United Tractors, Wipro Limited and Woods Bagot.



Please see below a selection of further recent KM -related good practices:












  • When executives talk about “knowledge management” today, the conversation usually turns very quickly to the challenge of big data and analytics, claimed the Harvard Business Review. That’s hardly surprising: Extraordinary amounts of rich, complicated data about customers, operations, and employees are now available to most managers, but that data is proving difficult to translate into useful knowledge. Surely, the thinking goes, if the right experts and the right tools are set loose on those megabytes, brilliant strategic insights will emerge. Tantalising as the promise of big data is, an undue focus on it may cause companies to neglect something even more important—the proper management of all their strategic knowledge assets: core competencies, areas of expertise, intellectual property, and deep pools of talent. HBR contends that in the absence of a clear understanding of the knowledge drivers of an organisation’s success, the real value of big data will never materialise. Yet few companies think explicitly about what knowledge they possess, which parts of it are key to future success, how critical knowledge assets should be managed, and which spheres of knowledge can usefully be combined. In this article we’ll describe in detail how to manage this process.
  • Knowledge Asset Accounting at last! - Ron Young
  • Knowledge Management is impossible - BAE Systems
  • Management Tools & Trends 2015 - Bain & Co.
  • Whatever Happened to Knowledge Management? - WSJ
  • Defining KM today
  • What Will Make the Biggest Near-term Impact on KM? - KM professionals across industries debate the future state of KM.
  • 2015 Knowledge Management Priorities Executive Summary - Key findings from APQC’s research on organizations’ near-term KM plans and priorities. For even more, see the full data report.
  • Knowledge Management: Old School vs. New School - Infographic with key data on “classic” KM approaches (like lessons learned) vs. “cutting-edge" KM (like KM mobile apps).
  • The End of Knowledge Management As We Know it?

    KMWorld identified 100 companies that matter in KM in 2015.


    Knowledge Analytics and the Future of KM



    Harvard Business Review (2003) on how to fix KM.


    Knowledge Management Barriers, Practices and Maturity Models

     This month members can read an article from the 'Journal of Knowledge Management' on "Knowledge Management Barriers, Practices and Maturity Models" by Fabio Lotti Oliva. This article presents the main barriers and key practices associated with KM, and presents a model for the evaluation of the level of maturity in KM based on the practices adopted by large Brazilian companies. (Knowledge Library - JKM/JIC Articles)



    Benefits of undertaking a KM programme, by Stan Garfield



    Designing a Successful KM Strategy - A Guide for the Knowledge Management Professional, Stephanie Barnes and Nick Milton, 2015

    Intellectual Capital in Organizations: Non-Financial Reports and Accounts, Patricia Ordoñez de Pablos, Leif Edvinsson



    This article proposes that readiness for knowledge sharing involves developing a holistic understanding of the process through identification of individual and organisational readiness. Findings show that beliefs regarding knowledge sharing and individual expertise determine individual readiness to share knowledge. Instilling a collective commitment accelerates readiness for knowledge sharing. Findings also highlight the moderating influences of firm archetype, inter-profession differences, and knowledge nature in the interplay between change readiness elements and the knowledge sharing process.



    For many organisations, the cloud and big data could help address many of their KM problems.


    The field of knowledge management (KM) is broad. It continues to evolve in parallel with related fields. Organisations use a variety of terms to describe their efforts. Many people complain that “Knowledge Management” is a poor term.





    APQC has heard a lot from organisations that are using gamification to engage Millennials in knowledge sharing. We’ve seen that this approach can work for all generations - Gamification in KM collection





    This glossary provides definitions for KM terminology, as well as links to relevant contextual content and examples from APQC's Knowledge Base.



    APQC hosted its 20th Annual Knowledge Management (KM) Conference on April 30 – May 1, 2015 – key presentations.



    If you hear any of these statements in the corridors around your organisation, then your KM is not working.

    Learning KM and Big Data in this new business era is vital. The Hong Kong Polytechnic University is now offering its first Massive Open Online Courses (MOOCs) titled “Knowledge Management and Big Data in Business” commencing on 25th August 2015 on the MIT edX platform. The course is delivered by an international team of experts and is suitable for participants with background in humanities, management, social science, physical science or engineering. No prior technical background is assumed. The course is FREE for all. Please register and explore yourself how KM and Big Data will change our traditional way of thinking and doing business in this knowledge revolution. You can take this course ANYTIME and ANYWHERE during the offering period. 



    On KM maturity models.



    Three examples of how government agencies are using KM tools to collaborate and innovate.


    Knowledge Management Barriers Impeding Learning in Gas and Petroleum Companies


     This month members can read an article from the 'Journal of Knowledge Management' on "Knowledge Management Barriers Impeding Learning in Gas and Petroleum Companies" by Mina Ranjbarfard, Mohammad Aghdasi, Pedro Lopez-Saez and Jose Emilio Navas-Lopez. This article ranks the barriers of the four knowledge management processes including generation, storage, distribution and application in the gas and petroleum sector. The authors found that the knowledge generation and knowledge application barriers were significantly different between gas and petroleum companies. The study provides a checklist that can be used as an assessment tool for evaluating knowledge management processes.

   (Knowledge Library - JKM/JIC Articles)



    Intellectual Capital Dimensions: State of the Art in 2014

     This month members also can read an article from the 'Journal of Intellectual Capital' on "Intellectual Capital Dimensions: State of the Art in 2014." This study reports on a systematic review of peer-reviewed articles on IC classification. The review was conducted for the period 2004 to 2014 to ensure that all major models are included, important works developed prior to 2004 were captured as well. The timeline indicates that 2008-2013 represents the years of greatest research activity (outcomes). Additionally, the analysis of the list of IC frameworks resulted in the development of an IC Meta model. It synthesizes research activities in the field and highlights the main IC dimensions and sub-dimensions. (Knowledge Library - JKM/JIC Articles)





    Knowledge-Hoarding is a No-Win Proposition People with critical knowledge protect it as if it were their own property and actively try to hide this knowledge from others, even when this damages team or organizational effectiveness.



    Priorities for a KM programme, by Stan Garfield.


    Five business problems that a KM strategy can help solve.




Terrorism and knowledge management. The world is again mourning the victims of a terrorist attack. How can knowledge management assist in the fight against terrorism? Read more »





Introduction to KM


Problems KM is facing in 2013


Is KM in a state of chaos


KM good practices Notes Link


Is there really a need for knowledge management?






A recent study suggested that employees have three particular techniques for sabotaging KM initiatives, all of which the researchers classify as "knowledge hiding":  (1) being evasive - repeatedly ignoring requests; (2) rationalised hiding - such as claiming a report is confidential when it really isn't and (c) playing dumb - pretending they don't have the information that is being requested.




Top 10 APQC KM insights


How businesses can benefit from change by communicating and sharing knowledge.











Collaboration as an intangible asset




Customer support


Knowledge-Centered Customer Support
RSS: KM World[001] - 09-07-2012
Great customer support remains one of the few differentiators that businesses can sustain over time. Companies that are winning in today's hypercompetitive business environment provide standout customer service by leveraging knowledge to empower contact center agents and enable superior self-service for customers. eGain has delivered KM solutions for multichannel customer support for well over 15 years. In the process, we have compiled hundreds of best practices; here are some of the popular ones. . . .
learn more




Embedding KM


Managing Knowledge in and Above the Flow of Business






Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks




Complete Guide to KM






Barriers and drivers


KM below the radar (HBR)


Personal Knowledge Management


Individual Knowledge in the Internet Age


An introduction to personal knowledge management




Integrating KM with every organisational function


Future of KM


Call Centres

KM and call centres




Tim Hines outlines why deep integration of knowledge management into CRM systems can prove so valuable.




A major thinktank published a report on Accounting for Intangibles: Financial Reporting and Value Creation in the Knowledge Economy.


Collaboration as an intangible asset


Key Performance Indicators (KPIs)


Linking KM


Experience Management




It was claimed in 2011 that the first fully transactional knowledge market with both global pay-in/pay-out capabilities, and full anonymity offered for both companies and individuals, has been launched.




Suresh Venkatesan, Knowledge Champion for the banking and financial services vertical of Tata Consultancy Services, has written a brief white paper on the merits of mentoring to ensure the transfer of strategic knowledge before an individual retires or leaves an organisation.


Mergers & Acquisitions


APQC published The Role of KM in Mergers and Acquisitions




10 principles for managing knowledge




Challenges facing CKOs




The Borg have arrived! International Knowledge Management Standards and Accreditation Association
RSS: Theknowledgecore | David Griffiths' Blog - 07-07-2012
Follow @kmskunkworks Another week and another surprise in the KM world.  A new self-proclaimed world licensing and accreditation body have announced themselves, the International Knowledge Management Standards & Accreditation Association. They are based out of the United States and have unveiled themselves in order to “make it more clear that this is not another competing KM group, but a consolidation of all KM groups as far as Standards & Accreditation are concerned”.  Wow!  I had no idea.  There go all my years of research.  None of the Higher Education Institutions in the UK or EU, that I work with, were asked to contribute or consolidate and therefore I assume that our work is inconsequential.  Out of nowhere comes a group that is going to govern our field, license us to practice and accredit us as Knowledge Managers (after all, I am a practitioner first and an academic second).  I naively assumed that this group would engage with leading lights in the KM field, top minds, people who have served this field for almost 30 years.  No, that would be silly.  Apparently they were “eliminated from discussion”, their words, not mine, because they have an established bias and would attempt to polarise the international KM community through their views; not that they do this anyway, being global thought leaders!  A second reason for this “elimination” was because they have conflicting commercial interests; not that a world governing body for KM, or the individuals involved, would have any commercial interests.  Not only that, are they starting small, scaling failure?  Don’t be ridiculous.  This is to be assimilation on a global scale; everyone from KPMG to an IT start-up in Rio…someone might want to point them to the failure associated with ‘grand plan’ projects; after all, even the Borg were defeated. Right, so let’s take the best KMers in the world and “eliminate” them because they have conflicting views or commercial interests.  “Eliminate” thousands of
learn more





The Link between KM and Team Performance"






Knowledge Transfer a selected bibliography of the topic of knowledge transfer.


Measuring knowledge transfer




Only the knowledge economy can provide the jobs and balanced growth needed to secure the UK’s future prosperity.




We don't know what we don't know



Compendia of recommended KM sites and blogs from: Lucas McDonnell Stan Garfield


A global vision for KM?



In 2014, APQC created a new collection highlighting KM programs inside professional and business services firms: Knowledge Management Profiles by Industry: Professional Services.