Example KM role description – IAEA

Here is another example KM role description – this time for a Knowledge Managment Officer at the International Atomic Energy Authority. This is a pretty high level governance role for KM, and it is described here as follows: Main purpose The Knowledge Management Officer’s main purpose is to provide expert

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Shared by Nick Milton August 3, 2017

How Knowledge Management maturity progresses

Here is a nice graph from our global KM surveys that shows how KM maturity progresses. This graph is a combination of two questions, and we have combined answers from both the 2014 and 2017 surveys, so over 570 answers are included in the graph. The first question was: Which

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Shared by Nick Milton August 1, 2017

How the demographics of the organisation affect Knowledge Management

The demographics of your organisation determine the distribution of knowledge, and therefore the Knowledge Management Framework Here’s another factor that can affect the way you address KM in an organisation; the demographics of the workforce. Because the demographics are is linked to the distribution of knowledge across the staff, it

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Shared by Nick Milton July 27, 2017

What is a healthy activity level for a community of practice?

How active should a community of practice be? Photo from maxpixel.freegreatpicture.com Healthy communities of practice are busy communities of practice, but what sort of activity levels should you aim at? It depends on the type of community, of course, and the  excellent publication from the National College for School Leadership “100,000 heads are better

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Shared by Nick Milton July 26, 2017

Example KM principles – US Army TRADOC

Here is a neat and concise set of KM Principles from the US Army. These KM principles for the US Army Traning and Doctrine command are taken from the website for the TRADOC Chief Knowledge Office.  There are many KM principles here that could apply to any organisation. People Processes

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Shared by Nick Milton July 25, 2017

Why do some organisations just not want to learn?

Having knowledge, and doing something with that knowledge, are two different things. There is often a gap between knowing and doing.   Why do you get teams or organisations that just don’t want to learn? Take the example of one company, with dysfunctional project management practices. They have had several external audits which

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Shared by Nick Milton July 24, 2017

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