Keith June 25th, 2010
“Nearly 60 percent of projects aimed at achieving business change do not fully meet their objectives.” – IBM, 2008.
Why does this happen? As many working in Knowledge Management and related fields understand, it’s all about people and complexity. Organisations are increasingly dependent on people and what they know in order to operate successfully in today’s environment. It is no longer sufficient for organisational change to be driven by a small handful of people – there is no monopoly on ideas.
This is the topic of the presentation I delivered last Wednesday night at the Melbourne KMLF. The slide pack is now available on SlideShare.
I have posted on this topic here before, and delivered an earlier version of the presentation at trampoline.
Key points in this presentation are:
- Recent insights into effective organisational change.
- The impact of complexity and the importance of engaging people.
- Creativity and the wisdom of crowds.
- Social Media – the power of trust and openness.
For more background on the topics covered, here are some links to the material referenced:
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Keith June 18th, 2010
I wrote here some time ago (almost two years!) about Patrick Lambe’s KM Method Cards. This is a pack of quick reference cards covering 80 approaches, methods and tools that can be used in Knowledge Management planning, assessments and implementations. You can get the cards from the Straits Knowledge online store.
I finally had a chance to use them in a guest lecture I delivered recently at Victoria University (where my son was doing a KM unit as part of his business Master’s degree).
The game is described in full on the methodcards.net wiki site.
In essence, it was used to support a presentation on KM technology, tools and techniques. The full slide pack for the lecture is on SlideShare.
The first part of the lecture gave a general overview of KM tools and a case study scenario – an outline of the environment and cultures of a business where a KM program was introduced. The students were then split into four groups, and cards were distributed to the groups. Each group was then asked to select the approaches, methods or tools that they considered would be the most appropriate to address the case study scenario.
After the selections were made and presented, the choices were then discussed. The remainder of the lecture covered the tools actually used in the case study, with further discussion of how the students’ choices matched the real-world example.
Of course, there are no absolute “right” or “wrong” answers in this exercise – it’s the conversation that is most important! The main point is for the students to become more familiar with KM approaches, methods and tools, and to think through which would be most helpful in a given scenario.
For the full details, see the description on the wiki.