I gave a presentation on Knowledge Management to my CEO and Deputy CEO in
January, and looking back, my assumptions were that they would be
interested in the following:
- What is knowledge (in an organisational context)
- What are other large companies doing (ours is a public sector
organisation with over 26,000 employees)
- What are the critical success factors for knowledge management to work
(structural and cultural)
- What are low value approaches to knowledge management (my examples were
a)throwing a workgroup tool into the workplace and waiting for knowledge
management to "happen" and b)trying to codify everything we could which
has a high cost and low benefit)
- how do we fit knowledge management into the organisation business
strategy
- a suggested high level plan for proceeding.
It took about an hour, including questions, and was quite well received so
I have assumed that these were the issues that they were interested in.
Our new executive have a strong focus on creating a learning organisation,
and so I suggested that rather than use the term "knowledge management" to
describe what we want to do, that we use the term "knowledge stewardship"
as I felt that management implies a hierarchy of responsibility, while
"stewardship" conveys the message that all staff are responsible for our
knowledge creation/diffusion/use/security.
Hope this is of some help
Regards
Di Henderson
Di Henderson ---------Knowledge Consultant, AdvantEdge Business
Solutions--------
-------Member ACS, Member APESMA -------
--Dianne Henderson <dmh@acslink.aone.net.au>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>