Abstract: Failed knowledge management projects have one element in common: they fail to focus on the organization’s core business functions and instead choose functions that are easy or might produce ‘low-hanging fruit’. As a result, often even successful knowledge management projects add little value to the organization as they fail to address the pain
Abstract: The knowledge strategist is critical to successful knowledge sharing in the organization. The organization’s effectiveness begins with an enterprise-wide knowledge culture, built on a knowledge strategy supported by successful KD/KS/KU, the operational result of the knowledge services strategic framework. The knowledge strategy matches the company’s management strategy, and to achieve KD/KS/KU success and ensure
Abstract: Knowledge management is increasingly under attack to show returns on investments and profitable business outcomes. While many companies retain their executive leadership as chief knowledge officers (CKOs) and vice presidents of knowledge management, the trend toward appointing CKOs that developed in the late 1990’s has been reversed at many companies and a new trend
At the Knowledge Architecture Connect Conference (KA Connect), the annual Knowledge Management conference for the AEC Industry, senior and emerging leaders from top Architecture, Engineering and Construction (AEC) firms will gather to learn strategies and tactics for building successful knowledge management programs. Attendees will have ample time to network and collaborate with their peers in
Abstract: Knowledge management spans numerous disciplines, so it is not surprising that graduate level programs in KM have their roots in diverse fields. Some have emerged from library science and focus on the management of information, including records management. Others come from an IT perspective and offer enterprise information systems or database management programs.