Recent research suggests that future business success will be built upon the ability to identify and gather technology trend information, customer insights and local social mutations from around the globe.
It seems to be almost a reflex action among knowledge managers, to see IT as the solution, argues Nick Milton.
Many KM initiatives that Halcyon was witnessed down the years would support this contention: as a former colleague once put it succinctly, "a fool with a tool is still a fool".
Milton, rightly, is not against IT an enabler to knowledge sharing, but he contends that the key is to think what's needed and not to assume that technology provides all the answers:
In Rethinking knowledge work: A strategic approach, McKinsey argued that as knowledge workers.
In today's world where knowledge is power, it should come as no surprise that the most valuable asset any business has is the knowledge of its employees. And within a knowledge-based economy, competent and confident employees are the foundation for a successful business. Or, at least, so argued a recent article.
The Henley KM Forum made available for download a series of free leaflets of research output summarised for "Knowledge in Action".
A recent list of Knowledge Management blogs covers general KM, Web 2.0, Content Management and collaboration.
New tools and techniques for capturing and sharing knowledge...
The Work Foundation's Knowledge Economy Strategy 2020 argues that the UK (and by definition, similar economies) face three immense and closely related economic and social tasks
A new study co-authored by MIT researchers documents the existence of collective intelligence among groups of people who cooperate well, showing that such intelligence extends beyond the cognitive abilities of the groups
Developmental psychologist Howard Gardner describes as searchlight intelligence an intelligence that readily discerns connections across spheres and sees opportunities to cross-pollinate.
A recent study found that 47% of organisation shave formal KM initiatives, 78% expect their reliance on knowledge sharing to increase, but only 33% that use KM already have even come close to achieving the goals originally set.
A new glossary explains both established and emerging terms in market intelligence and knowledge management.
KM pioneers argue that we need new approaches to creating knowledge ones that take advantage of the new digital infrastructure's ability to lower the interaction costs among us all and ones that mobilise big, diverse groups of participants to innovate and create new value.
...as witnessed by a major recent KM conference in Iran.
A free ebook, developed as a collaborative effort by leading commentators, covers KM in small and medium-sized enterprises.
Has the idea of multiple intelligences had its day? Is "g" all there is?
Are organisations that cut seasoned employees without considering the wisdom and knowledge being lost making an expensive, if not disastrous, mistake?