The results are in! Guest blogger Stan Garfield’s KM blog posts have strong readership, but we’re no slouches ourselves! We noticed enthusiasm for three in particular (well, OK, 2 of them from Stan), demonstrating readers’ interest in learning about the strategic and tactical basics of knowledge management. They’re worthy of a reprise, and just in case there’s anyone out there who missed them the first time… please read on!
Drum roll please! The favorites, in no particular order, are:
“Here is a baker’s dozen for KM practitioners implementing knowledge management initiatives within the corporate world…including ‘Collect Content; Connect People’ and ‘Set Goals; Recognize and Reward’.”
“You’ve kept the above steps in mind and put them in place, securing leadership advocacy, gathering powerful metrics, leveraging improved workflows, giving KM some cachet, and starting a collection of the good stuff.”
“During my career as a KM practitioner, I have both observed and developed proven practices for leading successful knowledge management programs, and in doing so, have compiled many “Tips Lists” to serve as thought-starters.”
We’re giving Think Clearly a well-deserved break over the holidays, but we’ll be back with brand new content beginning on January 7, 2019.
Best wishes for a wonderful holiday season, and a very happy New Year!
Knowledge managers must establish links between different groups; this is boundary spanning; enabling discovery (learning from existing data) is key
Creating and executing a KM program plan involves implementing people, process, and technology knowledge flows that achieve objectives
How a KM program is governed is key to success. Knowledge managers should pay close attention to getting this right, and it will deliver results later.
Knowledge managers must define KM program governance, including team composition, virtual teams, and leader communities