Really. KM is only "hard" if the change from what is happening yesterday to what should be happening tomorrow is significant to the people expected to make the change.
All tagged Malcolm Ryder
Really. KM is only "hard" if the change from what is happening yesterday to what should be happening tomorrow is significant to the people expected to make the change.
Malcolm Ryder just posted an interesting piece on the difference between measurement, performance and management. I think this is relevant to the discussion of reinforcing desired behaviors within an organization.
Malcolm Ryder has another great essay on KM, this time "How Not To K.O. KM." I can't help but appreciate the way Malcolm synthesizes what has to happen in the world around the worker for "knowledge management" to be successful.
Malcolm Ryder has a recent piece that looks at Change that provides some steps to consider on the way to creating change within the organization. As I read his article, I saw some parallels to the Theory of Constraints' five focusing steps.
Malcolm Ryder turned up an entertaining picture of the home computer of 2004 from a 1954 Popular Mechanics Magazine in The History of the Future. They have a few things wrong.
Malcolm Ryder has some fun with "Business Intelligence versus Business Knowledge: Who Cares?" I particularly like his thoughts about business intelligence, or more accurately, the process of seeing patterns in the constant wave of data, information and knowledge.
Malcolm Ryder has written a thoughtful piece on "Just what's so manageable about Knowledge Management?"
Malcolm Ryder discusses the importance of collaboration and analytics for decision making in the operations environment: "Collaboration and Analytics: driving production with intelligence."