Sitting through recent KM conferences and listening to all of the attention on collaboration and social software (stuff we've been doing in Notes for decades) made me wonder if we are not headed for another bubble. I think this video adds some perspective.
I see many other practical uses for IdeaJam: Yesterday, I was talking with David Allen about how we might handle questions at our proposed Lotusphere session. I decided to use IdeaJam to allow people to post questions in advance of the session and then vote on them. This is just another clever way to use the power of social software to innovate.
As a tool to support innovation and social consensus, IdeaJam should be in every organization's innovation toolkit.
My name is Eric Mack and I approve this message.
Anyway, if you're in the area...
Dave Snowden, in his typical fashion posted this slide in advance of his keynote today:
"Knowledge management was a theory or rather a Weltanschauung supported by dysfunctional technology, while social computing represents and increasingly functional technology utilizing dysfunctional & outmoded theory."
I'm sure his wrap-up keynote will be quite interesting.
Update: OK, I give up. If I try to live blog this I know I'll miss the key message. Dave's not a superficial speaker. Every sentence or story challenges our current perceptions. Dave's on a roll. So much so that I do not want to miss anything by blogging it. (If you've had the privilege of hearing David Snowden speak before, you know what I mean.) I'm deleting my current posts; perhaps I'll come back after I've listened to the recording and thought about what Dave had to say.
Update 2: Dave's posted the podcast from his keynote, here and my colleague, Michael Sampson's blogged his thoughts, here.
We have a thought farmer speaking to us -- Darren Gibbons, on the topic of Intranet 2.0 and how to set one up.
Darren begins with a series of screen shots on the evolution of intranets. My goodness, I forgot how ugly intranet sites were in the early 90's. (Even Notes was prettier.)
Characteristics of Intranet 2.0, include blogs, Wikis, taxonomy, folksonomies, mashups, etc. and the list goes on. The point is that this is about users and their wants and needs.
It's easy to get caught up in the features and functionalities of what an Intranet is supposed to be, but then we risk missing the real benefit.
When discussion Intranet 2.0, begin with the key concepts of Intranet 2.0:
- Top Down vs Bottom Up: Planed vs emergent. (e.g. desire paths - see Flickr for examples)
- Silos vs Transparency: Intranet 2.0 is about transparency and breaking down the barriers between groups and knowledge.
- Broadcast vs Conversation: People want to converse. Intranet 2.0 makes it easy to flatten the organization and reach the people you want to reach. (Remember ClueTrain? Intranets have ability to subvert preexisting structures)
- Friction vs Flow: Friction as barriers to publishing. Cognitive friction happens when my forces to work in a way inconsistent with how I think it should work. Flow as mental state when you are immersed in what you are doing. little resistance to the process.
Continue Reading "Intranet 2.0 in 10 not-so-easy steps" »
Tom Beckman and Art Murray, of Applied Knowledge Sciences, are presenting on the topic of the development and implementation of lessons learned systems at the U.S. Air Force.
Why Lessons-learned systems are so important to the U.S. Air Force.
Why implement a Lessons-Learned system?
Too much time, money and resources are wasted by repeated errors and duplication of effort.
Organizations are facing unrelenting pressure to do more with less...
I can tell these slides will fly by...
Problems with mainstream Lessons Learned systems
Continue Reading "Lessons Learned about Lessons Learned" »
Presenters for this session are Darcy Lemons, Senior Project Manager, APQC and Gerry Swift, Project Manager, APQC.
(Darcy presented two weeks ago at the KM conference I attended at Pepperdine University. See earlier blog posts)
APQC: Mission to conduct research and identify best practices and share the results, connect people to people, and connect people to information.
Presenting findings on APQC study
Sponsors and best practice partners - 30 organizations who paid to join the study because they had a common interest in learning about the topic.
1. Align IM strategy, Architecture, and components to support Knowledge transfer
2, Integrate IM & KM initiatives
3. Address organizational and cultural issues
4. Evaluate current and future trends in technology
Continue Reading "Web 2.0 for KM: Accelerating Collaboration and Knowledge Transfer" »
Michael has been blogging the conference all week and has done an outstanding job. Nice to see that recognized.
Steve Trautman, author of Teach What You Know, is speaking on knowledge transfer.
In any organization, there are two kinds of people:
- People who know
- People who need to know
78% of the knowledge needed to do a job comes from people who are nearby... people learn from people.
Continue Reading "Transferring Knowledge Isn't Just for Nice People" »
Think about it. After e-mail (or perhaps before), search is one of our most important tools for information retrieval.
Peter Morville, author of Ambient Findability, and pioneer in the field of information architecture, highlights best practices and technologies that he thinks will transform enterprise social search into a vital tool for collaboration, knowledge management, and discovery. He's talking about connecting knowledge management and discovery - Search 3.0.
To do search well, we need the ability to:
- have a willingness to dive down into the details of search
- need ability to step back and see how search fits in the broader context and fits in the big picture.
Continue Reading "Notes on Connecting Knowledge Management and Discovery - Search 3.0" »
Why do we need to applying knowledge and intangible assets the acquisition process?
1. 80% of most acquisitions fail to meet the objective for which the deal was done.
2. A failure to see "intangible" assets - The leaders of the acquisition may not "see" the nonfinancial aspects of the knowledge merger.
He shared a story about a failed acquisition and the lessons learned from the process.
3. Many great organizations are wasted
4. Painful for the people involved
5. Good intention often thwarted by the 'conquistador' syndrome
6. Mistakes are often repeated
Continue Reading "Applying Knowledge and intangible assets to achieve breakthrough performance" »
First up, Tim Young.
Millenials - grew up in P2P world. Anyone can be a peer to anyone. They also pinpoint information in a significantly different way than other generations. How does this impact those people entering the workforce today? How must we as the current generation of knowledge workers deal with this? How can we respond? What do we need to know?
Many org charts are broken: The organization structure is no longer in alignment with the communication structure.
Asynchronous communications - well versed. Breaks down knowledge silos.
For many Gen Y, E-Mail is bad. Very bad. Moved to low friction small payload messages. e.g. microblogging. It allows them to build their own workplace peripheral vision based on what matters to them.
Silos are evil.
Continue Reading "NASAsphere: Innovative Solutions & KM Practices" »
Michael Sampson is presenting is research on SharePoint - his evaluation of the product against his framework for collaboration.
This session will focus on the choice of technology. (Disclaimer, if you have already purchased SharePoint, you may leave this room angry.)
Michael is an analyst and consultant in collaboration. He's vendor independent/neutral.
What is team collaboration and what kind of behaviors does it entail?
- making a decision
- authoring a document
- new product development
What technology do we need to support collaboration, so it improves work practices and make work better than current approaches.
7 Pillars reference framework for evaluating collaborative tools. (The full report is available free, on his web site)
Shared access to team data
Real-time joint viewing
Social Engagement Tools
Enterprise Action Management
How does SharePoint stack up against the 7-Pillars framework?
On its own merit, SharePoint does really well in one area (pillar one) and "FAIL"s the remaining six.
Continue Reading "SharePoint as a Collaboration Tool: An Independent Evaluation" »
Os Benamram, of Morrison & Forrester, LLP, presenting on how their firm has implemented KM to support their legal staff and teams as they serve clients. I walked in a few minutes late, sorry.
Update: My key take away is that the design philosophy is that the system should provide information that is immediately actionable. -- Supports my case for personal KM.
Web 2.0 - What works well:
Content - user generated "many-to-many" blogs (YouTube)
Context - User defined "social tagging" & folksonomies (del.icio.us)
Improving work quality and efficiency
Continue Reading "KM 2.0 in Action" »
First up: Tom Reamy, Chief Knowledge Architect, KAPS Group.
Reamy: Two Futures of Knowledge Management: A crisis in KM?
- Death of KM (Snowden, et al)
- CIO reporting to CFO, not CEO
- CIOs seen as a tactical rather than strategic resource.
- Second or third identify crisis - lurch not build
Stage One - all about information
Stage two - repudiated stage one - about social
Web 2.0 is not the answer, whatever the question may be...
Continue Reading "Where in the world is KM going?" »
Peter Andrews, Innovation Strategist & Senior Consulting Faculty Member, IBM Executive Business Institute, is talking about how people drive the process of knowledge creation and transfer and the role that Web 2.0 plays in that.
Many jobs secure >> few jobs secure
Companies persist and create value -->> companies morph
Jobs have structure --> limited structure
Major tools and techniques you can use on the web:
- Blogs and podcasts
- Social networks
- Mashups and Wikis
- Tags and syndication (RSS)
Wonderful capabilities of Web 2.0
- Enabling experts
- Better search
- Establishing reputations & trust
- Keeping up to date
- Customized tools
Continue Reading "People Driven Web 2.: Participation Reconsidered" »
Dave Pollard, former CKO at E&Y, currently VP Knowledge Development at Canadian Institute of Chartered Accountants
History of KM from its beginning in 1994
What KM 1.0 was supposed to solve (1994-2003)
Information flowed through MIS
Information at the front lines was not a great concerns
Information sucked up into the system and presented to management who sent orders back down.
Key ideas of KM 1.0:
"Let's centralized to reduce wasted conversations"
"Let's bring all of the important stuff inside the firewall - intranets/groupware"
"Let's put the marketing stuff on our web site"
Continue Reading "KM 2.0 From Content & Collection to Connect & Connection" »
Enlisting Executive Support for KM
No cookbook exists
More than an idea, please.
To find a sponsor, you need to have a project that is a) actionable, and b) relative to the executive's pain point.
Starters are good
Branching , not linear
Who you know is important to success
Know your company
Shop in a new neighborhood.
Don't limit yourself by only looking in places that you know.
PRINCIPLES FOR ENLISTING EXECUTIVE SUPPORT FOR KM
1. Know your work
2. Know what's going on with the company
3. Develop a value proposition
Don't make them guess how your solution will work
Keep it relevant (to that individual executive)
Try ideas on for size
Find your Alignment
(Great diagram for identifying a match in alignment between your work + corporate Goals and pain points)
Your Value Prop & Alignment
Can you put numbers around your work?
Can you envision your work's future
3. Find the wight executive
Forming your approach strategy
Use a channel approach to get your message out
- Find connections to the executive
- Look for contacts across executive activities
- Locate other forums
- Match each channel with a message
(Excellent slide on how to get idea in front of your superiors)
Be prepared for the opening dialog
Know your targets resources & influence
Clarifying the relationship up front is key
What does your boss consider to be a success?
Who should I pursue as early strategic partners?
What can I do to ensure continued funding
How will expansion happen?
6.Become a Salesperson/Publicist
Your comm skills matter
Master the details
Enlist support everywhere
Stacy land has written a book on this topic, Managing Knowledge Based Services
Note to self: Self, ask Stacey for her slides.
What's your reaction to John's comments about Singapore being a center of innovation?
"See my blog, I juts responded. Singapore is well known for execution but less for innovation." Gave example of the need to translate ideas into action . Our linear based research, common in the U.S. and the U.K. does not lead to action. yet, in Asia, we see continued funding that leads to action.
Is KM alive?
If you look at history of management cycle and ideas, you need a cycle of new ideas - novelty is important. You need to look at things a fresh every 4-5 years. Look at quality management. While a strategic objective, quality is now embedded into the major life of organizations. The positive is that it is now mainstream. The negative is that KM has moved on, it's been subsumed into many IT functions. Other aspects of KM have returned, e.g. decision support. (My take is that the opportunity remains, but the objective and name needs to be moved forward.)
Role of technology in KM
Believes that the role of technology on cognition is very important but limited. The problem is that a lot of IT people believe we can simply throw more computing power at a problem, when the real need is for cognition that the human brain is best at.
Google is going the way of IBM & Microsoft.
Continue Reading "Snowden-on-KM-A--Hot-Seat-Interview" »
Toiling in the vineyards of innovation, John works with teams, in govt & private sector to help them improve or increase their innovation.
Three questions about innovation:
Continue Reading "Innovation & Knowledge Management" »
Tomorrow, the conference kicks off in full gear. I'll try to live-blog some of the sessions. Otherwise, I'll import Michael's RSS feed and let him do all the work.
So far, over 100 speakers are signed on, including keynotes from Peter Morville, John Kao, Peter Skarzynski, and Dave Snowden. (Current speaker's list.)
The conference will be held in San Jose, September 23-25.
I hope to see you there!
This morning, I opened my e-mail and received an invitation to LinkedIn and a link to Mary's new blog and her first blog post about her takeaways from the Southern California, KM Exchange.
Please welcome Mary Shippy to the blogosphere!
Mary Shippy on KM
On Monday, September 22, (1:30 p.m - 4:30 p.m.) Paul and I will be presenting a workshop on Personal KM:
Personal Knowledge Management & Productivity
Paul Heisig - The Walt Disney Company
Eric Mack, eProductivity Specialist - ICA.COM
This workshop illustrates how personal knowledge management (PKM) can make a lasting impact on the enterprise. Workshop leaders take a look at how productive knowledge work evolves from individuals, teams, and organic communities to ultimately impact the entire organization. It offers an overview of potential entry points for the individual knowledge worker and explores the top challenges that companies and those individual employees face, including the variety of collaboration vehicles offered in the marketplace. Discussion and categorization of the emerging collaboration technologies includes how to apply them to the individual user to fit into the larger enterprise road map. The workshop discusses key success factors and lessons learned; insights from past industry project implementations; and takes a fresh look at the successful habits, tools, methodologies, strategies, and techniques of knowledge work in a Web and Enterprise 2.0 world.
If you're planning to attend the conference, let me know - it would be nice to meet you in person.
David Pender, University of Adelaide, is sharing some of his current research (in progress) about some of the knowledge management issues in supply chains.
The problem: Just as collaborative barriers exist, within organizations, so they exist between organizations.
So what don't we know?
Pender identified eight questions that must be asked when considering this issue:
- nature of the supply chain and how it evolved
- basis of the supply chain design
- intellectual property issues
- network and "social capital" issues
- Inter-firm "ba"
- distribution of risks, costs, & rewards
- inhibitors & enablers to success
- leadership, management & stewardship issues
Continue Reading "Supply Chains in large Scale Engineering Projects" »
Federal Knowledge Management Working group
International Astronautical Federation
Mark Kotler, Senior VP, IT, Direct IT, Wells Fargo Foothill, is talking about managing change in organization development at Wells Fargo Foothill.
Kurt Motamedi, Senior Faculty in Strategy at Pepperdine University, is talking about managing change as a function of knowledge management and organizational development.
Change has multiple facets
Knowledge drives change; change drive knowledge
knowledge is dynamic; it's not stationary
Organizational development is a knowldge-based process.
TYPES OF CHANGE:
Continue Reading "Managing Change and Organization Development" »
Tom Soderstrom (NASA-JPL), Christina Ramstein (Disney), Andrew S. Gordon, (USC).
A great discussion about innovation and creativity. Interesting discussion on where the knowledge management function is situated. In the United States, the KM function is often connected to the IT function. This is less the case in Europe or Asia, where it is more a part of strategy, management, etc.. Innovation can be easier (and less expensive) to implement than many people think. Much of it is idea sharing and recognition. People love to share their ideas and be recognized as having contributed to something. Create an environment where new ideas are welcome and encouraged and where ideas can be recognized among peers (note: $$ not necessarily required) and potentially flourish (e.g. connect a person with someone that can implement the idea). Imagineers are engineers, their job is to be creative, but that does not prevent someone in management (or security, or the Churro vendor) from having an idea and sharing it.
JPL uses the Disney quote, "If you can imagine it, you can build it" to drive innovation. Find out what people's passions are and encourage them. Many of them will do it for free on their own time. This is not about taking advantage of people, it's about encouraging and equipping them. Everyone is very creative, not everyone is encouraged to share. That's a missed opportunity for innovation.
(Photo Credit: Allan Crawford)
I wish Notes had a built-in tunneling mechanism to failover to port 80.
Next time, I plan to setup a VPN link.
Christina Ramstein, Director of intelligence and Collaboration at The Walt Disney Company, is speaking about Innovation, Intelligence, and Creativity:
What is innovation?
Discovery of new ideas
Understanding new realms
Development of new things
Embracing new concepts
Willingness to think outside your comfort zone
Utilizing the knowledge of others to build upon all of the above
What drives innovation?
collaboration (overused term, but valued and encouraged across 400 business units)
all of the above
Technology is he life-blood of the organization; it enables the sharing of ideas (knowledge) across the organization and with partners.
Continue Reading "Innovation at the Walt Disney Company" »
Andrew S. Gordon, USC Institute for Creative Technologies talks about concept development and visualization.
Story-based organizational learning: a Vision.
We share our experiences through stories. Through stories, others can learn from our experience.
Talked about using immersive virtual environments as a tool for sharing, training, learning.
Today, we are looking at how to capture stories and then use them for learning and knowledge sharing.
Stories Gathered through interviews
- Talk to the people who have skill and experience in the subjects we are training for to gather real-world experience. Gathered from practitioners, once their experiences are over.
Analyzed to identify training relevance [based on established training objectives]
Integrated into hand-crafted training simulations [deployed months or years later, at great financial cost]
Automated Story Capture [a new approach]
Continue Reading "Activity-Based Story Retrieval (Story Management Technologies for KM)" »
Tom Soderstrom, CTO, NASA-JPL, Office of the CIO, is presenting. I love listening to Tom's presentations because I always leave with a new perspective.
(Tom gave us a quick overview of JPL, it's role and mission.)
Routinely evaluates trends in technology. Constantly on the look out for tools and technology that will make our people more productive.
Identify IT trends
Userr Our Filter
Listen and Share
Standardize and energize
User emerging COTS intelligently
Stay compatible with NASA but lead where it helps
JPL maintains over 100 operating systems at JPL. (Some of their missions are 30 years old - pre-DOS, need to still support them)
Continue Reading "IT Industry Trends Viewed through a JPL Filter" »
Today,in this final day of the Southern California Knowledge Exchange, we will be dealing with the following topics:
I. Using KM to Drive Innovation and Creativity
II. Managing Change and Organizational Development
III. Community Driven Projects in Aerospace
(Photo credit: Allan Crawford)
Mark May, Program Manager IBM Global technology Services
Depending on when people were coming of age, they were shaped by key events. What is right for one generation is often different from what is right for another generation.
The mixing of generations is producing unique work situations.
Quick summary of Eric Berne's work on Transactional Analysis, notably summarized by Thomas Harris in the book by the title of this presentation.
We have a problem when we get to I'm OK, you're not OK.
- Innovation is the creative side of collaboration
- Collaboration is built on trust
- Trust is built on relationships
- Relationships a built by getting to know others
- Relationships cross generations
Continue Reading "I'm OK, You're OK ..... OK*?" »
Steve Cranford, PriceWaterhouseCoopers KM office.
KM as a management philosophy to take organizations FROM an Industrial Economy TO a knowledge economy. From INTUITIVE decision making to INFORMED decision making.
OBJECTIVE: Fostering Innovation & Creating the Learning Organization
A knowledge culture is evidenced in an organization that encourages people to work together effectively, to collaborate and share to ultimately make organizational knowledge more productive. (Source unknown)
The challenge: Multi-Generational Expectations
Capturing the attention and providing incentives is a top organizational challenge.
Shaped by different experience.
Boomers - 78 Million, (1946-1964)
Gen X 26% of the workforce (1965-1981)
Gen Y 28% of the workforce (1982-2008) will be 47% of the workforce by 2014
The challenge is that each generation thinks differently about what the other generations think.
Continue Reading "Generations and their impact on the Knowledge Sharing Culture" »
This afternoon, we have three presenters on the topic of multi-generational knowledge sharing.
Captain Ralph Soule, U.S. Navy Team Carrier One
Responsible for the USN overhaul program for submarines and air craft carriers.
Capt. Soule shared his experience on a ship with multiple nuclear propulsion plants. Here he was, recognized as an expert in the equipment he oversaw, yet he was not allowed to touch a valve. Knowledge transfer is so important to survival of the ship (and the mission).
Spoke about the strengh of the critique process (another term for after action review) for identifying lessons learned and reinforcing them in real time operations (on a ship). Shared how he educated his crew that this is a core process in learning faster - a source of competitive advantage.
Challenges for intergenerational knoweldge sharing:
Continue Reading "Multi-Generational Knowledge Sharing" »
Don McAlister, Pratt & Whitney Rocketdyne is talking about the intimate connection and relationship between Program Management, Knowledge Management, and Process Synergy.
Program Management doesn't use Knowledge Management Processes, it IS A KNOWLEDGE MANAGEMENT PROCESS.
The CONVENTIONAL WISDOM OF HOW A BUSINESS REALLY RUNS IS WRING or at least INCOMPLETE.
Premise. We already know that the KM & PM are Critically Interdependent. (See slide to review phases of each)
Insight #1 - Program Management is actually a Knowledge Management Process
Insight #2 - The "Material Transformation" Business Model is Incomplete
Businesses are also "knowledge transformation" machines. Example: A rocket manufacturer is in the business of selling knowledge; the rocket motors are simply the containers in which we provide that knowledge.
So, as Gartner proposed, knowledge management is about management; it's leadership.
Continue Reading "KM Project Management Synergy" »
I wonder what any of them would think about eProductivity for Lotus Notes?
The Southern California Knowledge Management Exchange is taking place this week at the Graziadio Executive Center on the Campus of Pepperdine University. It's beautiful. From the terrace, we have a beautiful view of the Pacific.
What is Web 2.0?
Web 2.0 is about:
Question: How do we, as KM professionals, take what is going on out on the Internet and bring them into our organizations so that we can apply them as tools to support KM?
The Web as a Platform - key concept. We build on the web.
"Software that gets better the more people use it..." That may be the case on the internet. Does it hold true inside the firewall?
Web 2.0 boils down to just three things:
Continue Reading "Web 2.0 Design Concepts and their Application to the Enterprise" »
Q&A Panel with Stu Sutton and Deone Zell:
Opening comments on Drucker and Covey's point that accounting models look as people as expenses without placing a value on the knowledge capital they represent.
Challenge: Putting a value on a person's knowledge value could upset (or disrupt or possibly destroy) the organizational structure. (Hint: The real value may not be at the top of the org chart.)
Continue Reading "Social Networks, Theories, Applications, and Beyond! (Panel)" »
(Deone Zell, CSUN school of business. )
Network principles underlie many concepts. The ability to network is unprecedented. The transition from the "Organization man" (White, 1956) with the "network Person (Economist, 2006).
Consider the relationship between nodes and links. Every time you add a node you increase to the square of the number of links. (Metcalf's law) Now, add in the six degrees phenomenon and you have a radical skyrocketing in the number of possible connections.
Social Capital - the idea that relationships are more important that the number of nodes. The value of all social networks and the inclinations that arise from these networks to do things for each other.
Continue Reading "Social Networks, Theories, Applications, and Beyond!" »
(Dr. Joseph Betser of The Aerospace Corporation, presenting doctoral work of two doctoral students at UCI.)
KM issues in Aerospace
Aerospace workforce issues
Average age of production workers: 51
Average age of engineers: 54
About 27% eligible for retirement by 2008
Continue Reading "Studying Communities and Knowledge Management" »
First up, Stewart Sutton, Principal Scientist and Director of KM at The Aerospace Corporation is presenting. At Aerospace, our product is knowledge. That knowledge is embodied in our products.
Human knowledge is increasing exponentially and the KM tools and social software techniques to help manage that increase are being introduced just as fast.
The culture of knowledge: If those that possess knowledge regard it as power, they will guard it more jealously -- this increases access costs.
The same tools we use to search, sort, organize, and process our knowledge are consuming increasingly more time in our daily routine.
Continue Reading "Knowledge Management, Social Software and Economics" »
An investment in knowledge pays the greatest dividends.... - Ben Franklin
On creative destruction: (Missed quote on slide)
Actionable by people
Content, Context, Community
Context <=> Content
- Case study: Xerox Sustainability Strategy
- Case study: Xerox Security Strategy
Communities of Practice
Tools (Web 2.0)
Continue Reading "Lessons for future KM Practices: 3C's for value Creation" »
Discussion about KM in context of the NASA Return to the moon after a 40 year gap.
Discussion about Roman Engineering, a classic success story of durability.
Discussion of Y2K - who would have thought that shortcuts we took 30 years ago would come back and haunt us in 2000? Someone forgot to ask, "how long is this thing likely to last?"
Continue Reading "Lessons for future KM Practices (Charlotte Linde, NASA-AMES)" »
Mission: Organize the world’s’ information and make it universally accessible and useful.
2000, realized: 40% of the World’s information is sitting behind a firewall.
2002, created Google Enterprise.
Three areas of focus: Search, Geospatial, and Applications
Google has evolved with the internet.
Sergey’s Resource Allocation Rule: 70/20/10
This is the secret to innovation at Google.
70% Resource focused on core products: Search, Ads, Apps
20% Products with strong potential
10% Wild and crazy. “Go pursue it”
Everyone is encouraged to have 20% projects.
Q. How do we get our daily job done in 80% of the time? (I know GTD is one element.)
Continue Reading "Innovation at Google (Vijay Koduri)" »
Why does the U.S. Air Force do KM?
To deliver sovereign options for the defense of the United States of America and its global interests.
Air Force Knowledge Now program
- Official Documents
- Explicit Knowledge
- Expertise (Best Practices)
- Experience (Lessons Learned)
- Judgment Tacit Knowledge
Continue Reading "KM for Project Development, Management, and Execution (Randy Adkins)" »
Next speaker, Dan Nerison, Fluor Corporation. Dan oversees performance of all knowledge communities at Fluor.
KM at Fluor: Connecting people, delivering value.
Sharing the Fluor Story.
KM QUOTE: If it wasn't for the people, knowledge management would be easy... It's ALL about the people. - Dan Nerison
Continue Reading "KM for Project Development, Management, and Execution (Dan Nerison)" »
Darcy Lemons, Senior Project Manager and KM Advisor at APQC is presenting on The Future of Knowledge and KM.
APQC = American Productivity & Quality Center
Darcy - Involved in supporting research in KM (benchmarking studies, research in KM & Web 2.0 tools for collaboration, as well as custom consultative work, etc.)
Quick summary (unedited, not proofed)
Q. What is the future of knowledge?
Will the knowledge we have today be sufficient for the future, say five years from now?
Continue Reading "The Future of Knowledge and KM (Darcy Lemons)" »
The theme of the conference is: The Evolution of Knowledge for Value Creation
The conference agenda for the next three days is quite full. Today's agenda includes a number of presentations and discussions. The three sessions for today are:
- KM for Project Development, Management and Execution
- International Knowledge Management
- Lessons for Future KM Practices
Kiho Sohn presented an overview of the history of events that led up to this KM conference. (This is the second year. I attended the previous iteration when it was hosted by JPL at Caltech.
The Notes community is buzzing with proposals for sessions for Lotusphere 2009. The IdeaJam site is busy with ideas and people are voting to show their interest (or lack thereof) in various topics. I think that this is a great use of IdeaJam to serve the Notes community.
Last year, I proposed a session on Maximizing Personal Productivity with Lotus Notes, but with so many excellent developer and admin tracks last year, this topic was considered outside of the scope of interest for Lotusphere. (This conference has historically been more administrator and developer oriented.) Still, it seems to me that even developers and admins (and the people they serve) need to be productive.
With David Allen's recent comments about Lotus Notes, last week, I've decided to revisit the idea of presenting a session on personal knowledge management and productivity using Notes for next year's Lotusphere 2009 conference. This session would look at some of the best practices of information and knowledge organization as well as how to effectively manage projects and actions with Lotus Notes.
I'm not sure if Lotusphere is the proper venue for a session that is not specifically focused on admin/dev topics. If there are enough votes to make this interesting, I'll rework my proposal and perhaps even talk to David Allen to see if he would like to co-present this with me. Right now, I'm curious to see if there's sufficient interest to warrant further development of this session topic for Lotusphere 2009.
Cast your vote now and we'll soon find out!
Note: This session, if approved, would focus on best practices for using Lotus Notes that do not require any third party applications. The goal is to present best practices that can be applied right away with any version of Lotus Notes. I do plan to mention some of the add-on tools that people are using to increase their productivity with Notes (.e.g. OpenNTF Mail Experience or eProductivity) but the primary focus will be to show people how to get more done with what the version of Notes that they already have installed on their computer.
(An alternate title could have been: "One more reason not to visit your sister in KL.")
Sept. 1, 2008
Dear Friends and Family,
Saturday morning marked our first encounter with leeches. Granted a 3-day weekend to celebrate Malaysia’s Independence Day, we were inspired to go for a hike in KL. Our task was to trek through the rain forest. Our reward would be a dip in the ponds above a local waterfall. The only challenge, beyond cardiovascular, was to avoid the teams of squishy tubular blood-sucking leeches that lined the trail.
It turns out that leeches are keen at sensing movement and are actually drawn to our carbon-dioxide rich exhalations. In the wettest parts of the trail, the leeches “stood” upright, dancing in our path…reaching towards us, desperately trying to throw themselves aboard our mud-soaked shoes. Once aboard, they would inch their way to softer territory. Sometimes, that meant they would climb up our legs. Often they would squirm their way between shoe and sock. Then, unbeknownst to us, they would gorge themselves on our nutrient-rich blood.
Continue Reading "Blood Sucking Leeches" »
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