http://wiki.km4dev.org/api.php?action=feedcontributions&user=82.85.114.31&feedformat=atomKM4Dev Wiki - User contributions [en]2024-03-30T06:08:29ZUser contributionsMediaWiki 1.23.7http://wiki.km4dev.org/Talk:Examples_of_organizations_taking_a_genuinely_strategic_approach_to_KMTalk:Examples of organizations taking a genuinely strategic approach to KM2010-09-10T15:09:56Z<p>82.85.114.31: </p>
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<div>{{E-Discussion - Talk Header}}<br />
<br />
{{Centered Box | text=See the original thread of this E-Discussion on D-Groups: [http://dgroups.org/ViewDiscussion.aspx?c=038278af-a7cd-4c4e-bed0-ac8ea0b7b57f&i=848fa89c-0b52-43c6-95eb-bd9796059611 part 1] , [http://dgroups.org/ViewDiscussion.aspx?c=038278af-a7cd-4c4e-bed0-ac8ea0b7b57f&i=3af7f86f-93db-4122-adc0-5db704068cf6 part 2] }}<br />
<br />
== Matt Moore, 2010/04/12 ==<br />
<br />
Hello,<br />
<br />
I'd like to know if anyone on this list has come across an organization that they think is using either knowledge management or organizational learning principles in a genuinely strategic way - i.e. it's actually influencing the strategic direction of the organization.<br />
<br />
If you would like to put forward your own organization then that is fine (but I may be a little sceptical).<br />
<br />
The reason for this request is there's a part of the book that I'm writing where I want to explore this situation (although anything you send to me publicly or privately will be not be published without your permission).<br />
<br />
== Wini Dagli, 2010/04/12 ==<br />
<br />
Like Matt, I would also be very interested to know about context-specific KM practices that really worked in a development organizational setting. What made those practices systematic? For example, one current practice in KM for instance is databanking or database management system. But what makes that practice a KM practice? Isn't it just an MIS stuff? or a simple database management technique? This is just an example. But I think the answer lies in what Matt calls a "strategic approach to knowledge." What would turn a very ordinary organizational practice into something that is really "KM?"<br />
<br />
That reflection is related to reactions that I often hear in KM conferences here in the Philippines, "Oh we just don't know it but we're actually doing KM ever since!" "What else is there in knowledge sharing? Our organization is very small and knowledge sharing shouldn't be a problem."<br />
<br />
It would be good to challenge those (mis)conceptions with outcomes and experiences of other development organizations that discovered strategic approaches beyond everyday knowledge sharing practices.<br />
<br />
Philippines<br />
<br />
== Jessica Robbins, 2010/04/12 ==<br />
<br />
Hi Matt,<br />
<br />
I would recommend looking at the [http://www.afi-global.org/ Alliance for Financial Inclusion]. They are relatively new in the financial inclusion sector with good KM practice at the heart of their existence. I attended a meeting of Pacific central bankers a few months ago and was impressed with their approach. In my experience, the Financial Inclusion sector has good approaches to KM. You could also look at CGAP.org and Pacific Financial Inclusion Programme.<br />
<br />
== Bakhtiar Ali, 2010/04/12 ==<br />
<br />
Dear Matt<br />
<br />
Good efforts....<br />
<br />
I think, first your need to introduce yourself and little introduction about the book, which you intend to write/publish.<br />
<br />
NISTE,<br />
Pakistan<br />
<br />
== Joitske Hulsebosch, 2010/04/12 ==<br />
<br />
Hi Matt,<br />
<br />
I'm not sure this is what you are asking for, but Nancy Dixon wrote up a nice description of the way WHO managed to [http://www.nancydixonblog.com/2010/03/collective-intelligence-the-eradication-of-smallpox.html eradicate smallpox] by learning from experiences from field workers on the ground, which made them adapt their initial strategy. You can find more in her book on the organizational learning cycle.<br />
<br />
== Jaap Pels, 2010/04/12 ==<br />
<br />
Matt,<br />
<br />
I would like to suggest you look at [http://www.ecdpm.org/ ECDPM]<br />
<br />
== Matt Moore, 2010/04/13 ==<br />
<br />
Hello Ali,<br />
<br />
[http://innotecture.wordpress.com/2009/12/11/new-book/ Details of the book]<br />
[http://innotecture.wordpress.com/about/ Details of me] <br />
<br />
== Josef Hofer-Alfeis, 2010/05/18 ==<br />
<br />
Hi Matt,<br />
<br />
Sorry, my answer is rather late. Now may be this is something you are looking for: <br />
<br />
I am applying since years a method called "Knowledge Strategy Process", which guides business owners /organization leaders and their management teams to derive a portfolio of business-critical knowledge areas from their business plans (most important business transformation or other business strategy focus). This helps to focus KM on knowledge or content areas and not drive KM vaguely "with the watering-can". For the selected knowledge areas they define knowledge objectives concerning knowledge depth, knowledge distribution / networking and codification. This is the basis for designing taylor-made KM programs. And a very important additional advantage: KM decisions, which the management has derived by its own and for its most important plans do have their sustaining support.<br />
<br />
This approach adds a Knowledge Strategy to the business/organization strategy, but often there is a feedback effect, that the Knowledge Strategy modifies or enhances the business strategy.<br />
<br />
== Nerida Hart, 2010/04/12 ==<br />
<br />
Hi Matt<br />
<br />
What about the 5 pilot regions we used in the [http://lwa.gov.au/products/pn30027 Knowledge for Regional NRM Program]. They were all looking to use the KM strategy to address issues at the organisational level. I can give you a hard copy of report if you want it.</div>82.85.114.31http://wiki.km4dev.org/Examples_of_organizations_taking_a_genuinely_strategic_approach_to_KMExamples of organizations taking a genuinely strategic approach to KM2010-09-10T14:50:49Z<p>82.85.114.31: </p>
<hr />
<div>{{E-Discussion - Header}}<br />
{{E-Discussion - Side Box<br />
|topics=KM and KS in General<br />
|africa=No<br />
|america=No<br />
|asia=No<br />
|europe=No<br />
|latin america=No<br />
}}<br />
{{E-Discussion - Original Message<br />
|posted by=Matt Moore<br />
|posted on=2010/04/12<br />
|message=Hello,<br />
<br />
I'd like to know if anyone on this list has come across an organization that they think is using either knowledge management or organizational learning principles in a genuinely strategic way - i.e. it's actually influencing the strategic direction of the organization.<br />
<br />
If you would like to put forward your own organization then that is fine (but I may be a little sceptical).<br />
<br />
The reason for this request is there's a part of the book that I'm writing where I want to explore this situation (although anything you send to me publicly or privately will be not be published without your permission).<br />
}}<br />
{{E-Discussion - Contributors<br />
|contributed by=Matt Moore, Wini Dagli, Jessica Robbins, Bakhtiar Ali, Joitske Hulsebosch, Jaap Pels, Josef Hofer-Alfeis, Nerida Hart,<br />
}}<br />
=== Summary ===<br />
<br />
==== Detailed Description ====<br />
<br />
[the meat of the topic – clearly, crisply communicated summary of the topic. Where relevant, a brief story – no more than 1-2 paragraphs - of how this topic has been turned into practice, ideally from the KM4Dev archives? If the example is long, separate into a separate subsection]<br />
<br />
==== Examples in Application ====<br />
<br />
Suggested case studies include:<br />
<br />
* [http://www.afi-global.org/ Alliance for Financial Inclusion]<br />
* [www.cgap.org CGAP]<br />
* Pacific Financial Inclusion Programme<br />
* WHO'a approach in [http://www.nancydixonblog.com/2010/03/collective-intelligence-the-eradication-of-smallpox.html eradicating smallpox] (more in Nancy White's book on the organizational learning cycle)<br />
* [http://www.ecdpm.org/ ECDPM]<br />
* [http://lwa.gov.au/products/pn30027 Knowledge for Regional NRM Program]<br />
<br />
==== Recommended Resources ====<br />
<br />
[Links to publications, websites, contacts and general resources shared in the e-discussion]</div>82.85.114.31http://wiki.km4dev.org/Examples_of_organizations_taking_a_genuinely_strategic_approach_to_KMExamples of organizations taking a genuinely strategic approach to KM2010-09-10T14:49:45Z<p>82.85.114.31: Created page with "{{E-Discussion - Header}} {{E-Discussion - Side Box |topics=KM and KS in General |africa=No |america=No |asia=No |europe=No |latin america=No }} {{E-Discussion - Original Message..."</p>
<hr />
<div>{{E-Discussion - Header}}<br />
{{E-Discussion - Side Box<br />
|topics=KM and KS in General<br />
|africa=No<br />
|america=No<br />
|asia=No<br />
|europe=No<br />
|latin america=No<br />
}}<br />
{{E-Discussion - Original Message<br />
|posted by=Matt Moore<br />
|posted on=2010/04/12<br />
|message=Hello,<br />
<br />
I'd like to know if anyone on this list has come across an organization that they think is using either knowledge management or organizational learning principles in a genuinely strategic way - i.e. it's actually influencing the strategic direction of the organization.<br />
<br />
If you would like to put forward your own organization then that is fine (but I may be a little sceptical).<br />
<br />
The reason for this request is there's a part of the book that I'm writing where I want to explore this situation (although anything you send to me publicly or privately will be not be published without your permission).<br />
}}<br />
{{E-Discussion - Contributors<br />
|contributed by=Matt Moore, Wini Dagli, Jessica Robbins, Bakhtiar Ali, Joitske Hulsebosch, Jaap Pels, Josef Hofer-Alfeis, Nerida Hart, <br />
}}<br />
=== Summary ===<br />
<br />
Suggested case studies include:<br />
<br />
* [http://www.afi-global.org/ Alliance for Financial Inclusion]<br />
* [cgap.org CGAP]<br />
* Pacific Financial Inclusion Programme<br />
* WHO'a approach in [http://www.nancydixonblog.com/2010/03/collective-intelligence-the-eradication-of-smallpox.html eradicating smallpox] (more in Nancy White's book on the organizational learning cycle)<br />
* [http://www.ecdpm.org/ ECDPM]<br />
* [http://lwa.gov.au/products/pn30027 Knowledge for Regional NRM Program]<br />
==== Detailed Description ====<br />
<br />
[the meat of the topic – clearly, crisply communicated summary of the topic. Where relevant, a brief story – no more than 1-2 paragraphs - of how this topic has been turned into practice, ideally from the KM4Dev archives? If the example is long, separate into a separate subsection]<br />
<br />
==== Examples in Application ====<br />
<br />
[One or a few practical examples and references that illustrate the topic or show how it is done in practice]<br />
<br />
==== Recommended Resources ====<br />
<br />
[Links to publications, websites, contacts and general resources shared in the e-discussion]</div>82.85.114.31http://wiki.km4dev.org/Talk:Examples_of_organizations_taking_a_genuinely_strategic_approach_to_KMTalk:Examples of organizations taking a genuinely strategic approach to KM2010-09-10T14:39:46Z<p>82.85.114.31: Created page with "{{E-Discussion - Talk Header}} {{Centered Box | text=See the original thread of this E-Discussion on D-Groups: [http://dgroups.org/ViewDiscussion.aspx?c=038278af-a7cd-4c4e-bed0-..."</p>
<hr />
<div>{{E-Discussion - Talk Header}}<br />
<br />
{{Centered Box | text=See the original thread of this E-Discussion on D-Groups: [http://dgroups.org/ViewDiscussion.aspx?c=038278af-a7cd-4c4e-bed0-ac8ea0b7b57f&i=848fa89c-0b52-43c6-95eb-bd9796059611 part 1] , [http://dgroups.org/ViewDiscussion.aspx?c=038278af-a7cd-4c4e-bed0-ac8ea0b7b57f&i=3af7f86f-93db-4122-adc0-5db704068cf6 part 2] }}<br />
<br />
== Matt Moore, 2010/04/12 ==<br />
<br />
Hello,<br />
<br />
I'd like to know if anyone on this list has come across an organization that they think is using either knowledge management or organizational learning principles in a genuinely strategic way - i.e. it's actually influencing the strategic direction of the organization.<br />
<br />
If you would like to put forward your own organization then that is fine (but I may be a little sceptical).<br />
<br />
The reason for this request is there's a part of the book that I'm writing where I want to explore this situation (although anything you send to me publicly or privately will be not be published without your permission).<br />
<br />
== Wini Dagli, 2010/04/12 ==<br />
<br />
Like Matt, I would also be very interested to know about context-specific KM practices that really worked in a development organizational setting. What made those practices systematic? For example, one current practice in KM for instance is databanking or database management system. But what makes that practice a KM practice? Isn't it just an MIS stuff? or a simple database management technique? This is just an example. But I think the answer lies in what Matt calls a "strategic approach to knowledge." What would turn a very ordinary organizational practice into something that is really "KM?"<br />
<br />
That reflection is related to reactions that I often hear in KM conferences here in the Philippines, "Oh we just don't know it but we're actually doing KM ever since!" "What else is there in knowledge sharing? Our organization is very small and knowledge sharing shouldn't be a problem."<br />
<br />
It would be good to challenge those (mis)conceptions with outcomes and experiences of other development organizations that discovered strategic approaches beyond everyday knowledge sharing practices.<br />
<br />
Philippines<br />
<br />
== Jessica Robbins, 2010/04/12 ==<br />
<br />
Hi Matt,<br />
<br />
I would recommend looking at the [http://www.afi-global.org/ Alliance for Financial Inclusion]. They are relatively new in the financial inclusion sector with good KM practice at the heart of their existence. I attended a meeting of Pacific central bankers a few months ago and was impressed with their approach. In my experience, the Financial Inclusion sector has good approaches to KM. You could also look at CGAP.org and Pacific Financial Inclusion Programme.<br />
<br />
== Bakhtiar Ali, 2010/04/12 ==<br />
<br />
Dear Matt<br />
<br />
Good efforts....<br />
<br />
I think, first your need to introduce yourself and little introduction about the book, which you intend to write/publish.<br />
<br />
NISTE,<br />
Pakistan<br />
<br />
== Joitske Hulsebosch, 2010/04/12 ==<br />
<br />
Hi Matt,<br />
<br />
I'm not sure this is what you are asking for, but Nancy Dixon wrote up a nice description of the way WHO managed to [http://www.nancydixonblog.com/2010/03/collective-intelligence-the-eradication-of-smallpox.html eradicate smallpox] by learning<br />
from experiences from field workers on the ground, which made them adapt their initial strategy. You can find more in her book on the organizational learning cycle.<br />
<br />
== Jaap Pels, 2010/04/12 ==<br />
<br />
Matt,<br />
<br />
I would like to suggest you look at http://www.ecdpm.org/<br />
<br />
== Matt Moore, 2010/04/13 ==<br />
<br />
Hello Ali,<br />
<br />
[http://innotecture.wordpress.com/2009/12/11/new-book/ Details of the book]<br />
[http://innotecture.wordpress.com/about/ Details of me] <br />
<br />
== Josef Hofer-Alfeis, 2010/05/18 ==<br />
<br />
Hi Matt,<br />
<br />
Sorry, my answer is rather late. Now may be this is something you are looking for: <br />
<br />
I am applying since years a method called "Knowledge Strategy Process", which guides business owners /organization leaders and their management<br />
teams to derive a portfolio of business-critical knowledge areas from their business plans (most important business transformation or other business<br />
strategy focus). This helps to focus KM on knowledge or content areas and not drive KM vaguely "with the watering-can". For the selected knowledge<br />
areas they define knowledge objectives concerning knowledge depth, knowledge distribution / networking and codification. This is the basis for designing<br />
taylor-made KM programs. And a very important additional advantage: KM decisions, which the management has derived by its own and for its most important plans do have their sustaining support.<br />
<br />
This approach adds a Knowledge Strategy to the business/organization strategy, but often there is a feedback effect, that the Knowledge Strategy<br />
modifies or enhances the business strategy.<br />
<br />
== Nerida Hart, 2010/04/12 ==<br />
<br />
Hi Matt<br />
<br />
What about the 5 pilot regions we used in the [http://lwa.gov.au/products/pn30027 Knowledge for Regional NRM Program]. They were all looking to use the KM strategy to address issues at the organisational level. I can give you a hard copy of report if you want it.</div>82.85.114.31