Difference between revisions of "Talk:Examples of organizations taking a genuinely strategic approach to KM"

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(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-...")
 
 
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Hi Matt,
 
Hi Matt,
  
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
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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.
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.
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== Jaap Pels, 2010/04/12 ==
 
== Jaap Pels, 2010/04/12 ==
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Matt,
 
Matt,
  
I would like to suggest you look at http://www.ecdpm.org/
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I would like to suggest you look at [http://www.ecdpm.org/ ECDPM]
  
 
== Matt Moore, 2010/04/13 ==
 
== Matt Moore, 2010/04/13 ==
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Sorry, my answer is rather late. Now may be this is something you are looking for:  
 
Sorry, my answer is rather late. Now may be this is something you are looking for:  
  
I am applying since years a method called "Knowledge Strategy Process", which guides business owners /organization leaders and their management
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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.
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.
+
  
This approach adds a Knowledge Strategy to the business/organization strategy, but often there is a feedback effect, that the Knowledge Strategy
+
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.
modifies or enhances the business strategy.
+
  
 
== Nerida Hart, 2010/04/12 ==
 
== Nerida Hart, 2010/04/12 ==

Latest revision as of 15:09, 10 September 2010


See the original thread of this E-Discussion on D-Groups: part 1 , part 2

Matt Moore, 2010/04/12

Hello,

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.

If you would like to put forward your own organization then that is fine (but I may be a little sceptical).

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).

Wini Dagli, 2010/04/12

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?"

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."

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.

Philippines

Jessica Robbins, 2010/04/12

Hi Matt,

I would recommend looking at the 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.

Bakhtiar Ali, 2010/04/12

Dear Matt

Good efforts....

I think, first your need to introduce yourself and little introduction about the book, which you intend to write/publish.

NISTE, Pakistan

Joitske Hulsebosch, 2010/04/12

Hi Matt,

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 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.

Jaap Pels, 2010/04/12

Matt,

I would like to suggest you look at ECDPM

Matt Moore, 2010/04/13

Hello Ali,

Details of the book Details of me

Josef Hofer-Alfeis, 2010/05/18

Hi Matt,

Sorry, my answer is rather late. Now may be this is something you are looking for:

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.

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.

Nerida Hart, 2010/04/12

Hi Matt

What about the 5 pilot regions we used in the 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.