Articles
Mapping the Culture of an Online Community
These archetypes were derived using complex facilitation techniques developed by the Cynefin Centre for Organizational Complexity (http://www.cynefin.net) in the fringes of the ACT-KM conference, involving many different participants at different times (important as a means of containing individual biases).
Posted by edgar on 10/01/05 at 04:25 PM | Categories: Communities, Culture | Permalink
Knowledge and Tragedy: Or Why We Shouldn’t Share Knowledge
When Julius Caesar walked into the Forum in Rome on that fateful March day in 44 BC, he was hard pressed by petitioners. Caesar was not in Rome often: he had spent much of the previous fourteen years enlarging the dominions of Rome, fighting a bitter civil war against those who thought him too powerful, and flirting with Cleopatra in Egypt. And he was about to head east, to Parthia, to fight another war. A lot of people wanted his attention before he left.
Posted by edgar on 12/07/03 at 05:24 PM | Categories: KM Critiqued, Knowledge Sharing, Knowledge Transfer | Permalink
The Perils of Knowledge-Based Warfare
For fifteen years, the US military has been striving to apply technology and information applications to achieve what it calls agility. The objectives will be familiar to business leaders: scale, reach, speed and flexibility in the face of changing conditions. For thousands of years, the military have been leaders in adopting and advancing knowledge management practices for reasons that become very obvious very quickly…
Posted by edgar on 12/07/03 at 05:14 PM | Categories: KM Critiqued | Permalink
Getting It All Mapped Out: SARS, Terrorism and Knowledge Management
One evening in the second half of August 1906, the well-to-do Warren family, vacationing in Oyster Bay, Long Island, had their favourite dessert: fresh sliced
peaches, served with ice cream. It was a speciality of their cook for the summer, Mary Mallon. Ice cream was still a small luxury, and August had been hot. The temperature in central New York had peaked in the mid-thirties Celsius at the start of the month, and it had been thundery and humid, with frequent storms, followed by a prolonged dry spell. It was much healthier to be out of the city in such weather – typhoid, an endemic disease in the United States at that time, was particularly active in the hot summer months, and it thrived in urban environments.
Posted by edgar on 30/04/03 at 05:32 PM | Categories: Social Network Analysis | Permalink
Marketing Innovations
It is possible in marketing, as in any other field, to apply the principles of creativity and the processes of innovation, to find new ways of marketing effectively. This article is going to look at a slightly different issue around innovation: how innovation in the enterprise – innovations in products and services – creates special challenges for the marketing function. In fact, as we’ll see, true, radical innovation is a traditional marketeer’s nightmare.
Posted by edgar on 27/03/03 at 06:25 PM | Categories: Innovation | Permalink
The Recipe For Success
We behave, much of the time, as though it were possible to take a couple of hundred successful entrepreneurs, put them into a juicer, and create an entrepreneurship tonic. Let’s say we wanted to commercialise this idea and start a business around it. The entrepreneur wastage from our juicing technique would be high, and may not be popular. So we’d call in some analytical chemists and possibly bio-engineering experts, to identify the critical ingredients in our organically produced entrepreneurship tonic. Then we’d look for artificial substitutes, and make millions from our recipe.
Posted by edgar on 27/03/03 at 06:01 PM | Categories: Leadership | Permalink
Leading From The Jet Stream
Singapore’s corporate leadership has had a bad press of late, not least in the government-linked sector. In September 2002 a report from International Survey Research (ISR) cited Singapore’s workers as the second most “bo chap” (Hokkien for indifferent) in the world (Japan was bottom). A storm of outrage and debate erupted, local business schools and unionists sprang to the workers’ defence, and very quickly it turned into a question of blame: fingers pointed at Singapore’s managers.
Posted by edgar on 27/03/03 at 05:58 PM | Categories: Leadership | Permalink
Knowledge-Based CRM
This article focuses on proactive Customer Relationship Management (CRM). It does not explicitly examine the reactive activities involved in customer support and dealing with feedback. Proactive CRM has two laws, three main activities and depends on two main tools.
Posted by edgar on 27/03/03 at 05:55 PM | Categories: KM Applied | Permalink
What Does KM Mean for Law Firms?
One of the biggest myths about knowledge management is that it is a spanking new methodology to help organizations gain more advantage in the new economy. It’s not. Knowledge management, and knowledge work, have always been with us. To manage at all, is to manage knowledge, in the sense that the manager must use information, collaboration and the application of her own acquired experience in making good decisions. And lawyers, above all, know how to manage their knowledge. From the Code of Hammurabi almost four thousand years ago to modern law reports and Lexis-Nexis, the practice of law has been a practice of knowledge, requiring accurate, effective and objective use of information.
Posted by edgar on 27/03/03 at 05:53 PM | Categories: KM Applied | Permalink
The Chemistry of Time
By around 1778 or 1779, the Scottish chemist and entrepreneur James Keir had spent a decade seeking a commercial process for the production of alkalis. Alkalis had been used in the glass industry and in the glazing process for pottery for centuries. However, demand was growing rapidly throughout the 18 th century, with a growing market for soap (made by mixing alkalis with oil and then curdling it with salt) and for its use as a bleaching agent in the booming textile industry…
Posted by edgar on 27/03/03 at 05:27 PM | Categories: KM Critiqued | Permalink