Posted by Mike Barker on September 01, 1998 at 14:06:16:

In Reply to: Re: Knowledge Management Strategies posted by Bob Guns on August 23, 1998 at 15:03:36:

Hi Bob - sorry for the delay but I'm on holiday.

The starting point for us was a business plan which included a vision around transforming ourselves into a knowledge business. This reflected the commercial reality that, as a consultancy unit, our main product was the knowledge of our consultants.

This focused the knowledge strategy around what was required to achieve that transformation. So it's very much around:

- people and their competencies [ core capabilities ], how we develop and support them

- process, what framework do we need to establish a consistent but flexible way of learning and sharing that learning. Also what tools and techniques do we need to develop to support our consultants as they follow the process and what measures do we need in place

- technology, how can we link people to people and people to information more effectively in a globally distributed organisation

Knowledge is now one of the Business Strategies that appears in our business plan - the knowledge programme always has an eye on what the business is doing.

When I referred to capabilities I was really talking about organisational capability - what is it that we are better able to do now as an organisation than before. Core competencies is one of the strands of the People element.

If there are no 'political' obstacles to releasing what we are doing then I'll send the Word and Powerpoint files through to the editor and then you'll see what I'm talking about.

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Follow Ups:

• Re: Knowledge Management Strategies Bob Guns 07:56:11 9/04/98 (1)
  • Re: Knowledge Management Strategies Glenn Squire 18:29:57 10/06/98 (0)

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