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Too busy to get help?  In my second post in this Blog series, I talked about a situation that I think most of us find too familiar: being stuck in the “I don’t know but I don’t have time to learn!” dilemma. This week I want to start sharing some of my tips & tricks to breaking that vicious circle.

Are you too stuck in the "I don't know but I don't have time to learn!" dilemma?

In my last post I talked a bit about Digital Transformation and how the multi-faceted and extremely high-paced transformation that most of us are in the midst of right now, is rapidly increasing the need for us all to “work smarter”. To some of you, this is a bit of a cliché and something that some managers/leaders repeated more often than actually applicable, some 7-8 years back. It was one of those buzzwords that got abused to the point of ridiculousness.

Looking at a few keynotes from one of our internal, semi-annual technical conferences, and reflecting on some of the many Microsoft and Customer stories I heard on my recent travels in Europe, it doesn’t take a lot to see how they are all converging around one thing: Digital Transformation.

Hear from KMI students, interviewed after their certification courses in London and Washington, DC.

    Click here to view video.

We recently featured a two-part article by Lesley Crane, considering the question of whether knowledge management is a science.  (Part I, Part II)  Alongside the article, we included an open survey asking readers what they think.  This caused quite a stir, and we had 186 responses in total. So, what did the community think on this question? 

Lesley’s Analysis

The ability to learn and repurpose knowledge from a specific circumstance is a key to ingredient to innovation.  There are a number of ways that KM practitioners can leverage knowledge and learning.  Some of the techniques most used by KM practitioners include: (1) knowledge capture, (2) knowledge leveraging, (3) knowledge creation, (4) Lessons learned and (5) Best practices.

Lesley Crane continues her discussion as to whether or not KM should be considered a science. . . Our survey results will be published next week.

Consequently, one can envisage that a scientific field is characterised by dominant theory, a body of appropriate research and knowledge, and a lively research agenda. From an academic perspective, the field of Knowledge Management possesses all of these characteristics.

It comes as no great surprise that a recent investigation of C-Suite respondents finds creativity and innovation, and creating a truly service culture to be top priorities. To this wish list we could easily add sustainability, managing change in a disruptive VUCA environment, and responding to the volatility of consumer demands. All of these issues share one thing in common – they position knowledge and knowledge workers front and centre.  Easy to say, not so easy to do.

It’s that time of year again to take stock of where we are, what we’ve done, and envision doing something different in the future. The popularity of setting New Year’s Resolutions speaks to our natural affinity for change.  According to the Statistic Brain Research Institute, 45% of Americans set New Year’s resolutions, yet only 8% of those fully succeed. 

Whether you are in the ‘resolution setter’ category or not, would you like to really be successful at what you’d like to change?