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In my experience I’ve found that any successful taxonomy design effort stems from a strong understanding of the end users’ needs – hardly a small task. One way that I’ve worked to address this challenge is by incorporating Design Thinking into our taxonomy design process.

"If you want to go fast, go alone; if you want to go far, go together."  -- African Proverb

Do conversations need to improve?

As I’ve often asserted, Knowledge Management struggles with its own identity. There are any number of definitions of KM, many of which put too much stress on the tacit knowledge side of the knowledge and information management spectrum, are overly academic, or are simply too abstract. At Enterprise Knowledge, we’ve adopted a concise definition of knowledge management:

Knowledge Management involves the people, process, culture, and enabling technologies necessary to Capture, Manage, Share, and Find information.

This is an article that has been brewing at the back of my mind for a while. As I have engaged with more and more organisations, on the topic of “Knowledge Management Strategy”, it has been proven over and over again that most of us are making the same mistake: We tend to think that transforming our teams and our companies into a “Knowledge-centric organisation” is all about acquiring the latest collaboration tool, or (re-) defining our processes and scorecards. I can tell you with confidence that it is not.

The ability to measure the effectiveness of your Knowledge Management (KM) program and the initiatives that are essential to its success has been a challenge for all organizations executing a KM Program. Capturing the appropriate metrics are essential to measuring the right aspects of your KM Program. The right metrics will facilitate a clear and correct communication of the health of the KM program to your organization’s leadership. In this post, I will identify metrics (or measurements) of four key initiatives of most KM Programs.

“Nearly half of HR and business leaders who were surveyed believe many of their core HR functions will be automated by 2022.” (Source: Harris Poll).

As we enter the new year, KM Institute begins our 17th year of offering the flagship Certified Knowledge Manager program.  Well over 8,000 students have now taken our courses globally.  We have expanded our global reach with public and private courses conducted in West Africa, Europe, India and the Middle East, in addition to the United States.  New partnerships are forming in these regions as well as South America and South Africa.

Information Architecture is an enabler for Big Data Analytics. You may be asking why I would say this, or how does IA enable Big Data Analytics? We need to remember that Big Data includes all data (i.e., Unstructured, Semi-structured, and Structured). The primary characteristics of Big Data (Volume, Velocity, and Variety) are a challenge to your existing architecture and how you will effectively, efficiently and economically process data to achieve operational efficiencies.

When is a company both a brand-new startup and an established and mature company at the same time?

In November 2016, Johnson Controls spun out its auto seating business, creating a new, wholly independent company called Adient.  Adient was born as a fully mature company, with established clients, operations, and market share.  But Adient was also born with a strong desire create a new corporate culture of information sharing and collaboration.

Ensuring the adoption of new knowledge management programs, systems, and tools requires thorough planning well in advance of actually launching a new initiative. It also takes an agile approach to designing your solution so that you can adapt what you deliver based on what your employees truly need to help them get their job done.

In this presentation, you’ll learn how to develop, refine, and execute the following critical plans, which will ultimately maximize employee engagement with the “new way of doing things.”