All in Knowledge Management
There’s a lot more to collaboration than just providing a technology platform.
In some ways managing “big data” tools and processes is no different than figuring out how to manage any other type of technological innovation. The technology is introduced, experts emerge and help control and shape evolving practical applications, and management eventually figures out what is worth keeping and what can be discarded.
If you’ve ever run a PMO, you know how much of your time and energy are devoted to gathering, analyzing, and distributing information. Perhaps we are seeing that the project management organization is changing because how people communicate and share information is also changing.
In Forrester’s Top 15 Emerging Technologies To Watch: Now to 2018, Brian Hopkins provides a peek at the results of an online survey conducted in 2012 to answer a question about what respondents feel the most “disruptive” technologies will be.
Collaboration can be messy. Convincing a group of people to work together to accomplish a common objective, especially when the group contains many people that don’t know each other, requires artful leadership.
This post was sparked by reading a discussion series in GovLoop’s Knowledge Management in Government group. What caught my eye were several references to the relationship between “knowledge management” and “social media.”
Let’s stop talking about “social business” as if it were some sort of change in how organizations behave.
IBM’s Luis Suarez’ blog post Social Media at Work presents basic arguments for why organizations, not just individuals, need to adopt social media as a normal part of their communication infrastructure. He suggests that organizations need to adopt social media because their employees and their customers are using social media.
As deficits increase, unemployment continues, and tax revenues decline, government has to shrink. An important question is, will government “shrink smart”? Or will the axe fall randomly or primarily on the weak and unconnected?
This morning U.S. Chief Information Officer Vivek Kundra released his ambitious 25 Point Implementation Plan to Reform Federal Information Technology Management. Here’s number 10:
Gene L. Dodaro, Acting Comptroller General, U.S. Government Accountability Office (GAO) gave a presentation on November 2010 titled Acquisition Reform Challenges Facing Government. Referring to GAO’s strategic plan, Dodaro’s presentation addressed large-scale acquisitions as “targets of opportunity,” repeating the often-heard criticism that “… much of the government’s major investments have faced persistent cost and schedule growth.” His analysis is a very intelligent review of the challenges involved in reducing acquisition costs. Here I suggest an approach he doesn’t discuss but which is based on concepts he presents.
According to the FederalTimes.com report 5 teams to tackle Gates call to improve efficiency, five Pentagon teams will focus on identification of Pentagon cost savings based on affordability, incentives, contract terms, metrics, and service contracts
I’m optimistic. I’m beginning to think that second-nature use of collaborative technologies by non-technologists, both for social engagement as well as for work, could reach a tipping point much sooner than I had thought. It’s not going to be completely smooth sailing, though.
An important element in a successful R&D effort is effective collaboration. As the complexity of the research, development, and eventual adoption environments increases — as it does with large Federally funded R&D efforts — the importance of the sharing of information, ideas, and goals increases as well.
The Knowledge Management Section of the U.S. Army’s Field Manual FM 6-01.1 is a classic example of the formal structure and organization one can apply to just about any organizational process that requires management.
Jeremiah Owyang’s post Gen Y Enter Stage Left, Baby Boomers Exit Stage Right got me to wondering how much people should understand about technology in order to manage it in an organization.
I received an email commenting on Social Networking and Elsevier’s “Grand Challenge” for Knowledge Enhancement in the Life Sciences. I had suggested that networked access to published health science authors would be useful in emergency situations where there is the need for rapid access to high quality health information from many different sources.
Netherlands-based mega-publisher (and former employer) Elsevier BV has issued a grand challenge:
I recently spoke with Trish Bharwada of The Dow Chemical Company. Trish manages My Dow Network, a web-based online membership service launched in 2007 that targets retirees and former employees of Dow.
James Robertson’s recent post Collaboration tools are anti knowledge sharing? got me thinking about the introduction of technology-enabled collaboration into large organizations. (Thanks to Jack Vinson for bringing this article to my attention via Twitter).