Posted by Reilly Atkinson on January 24, 2000 at 21:30:44:

In Reply to: How does KM help get things done? posted by Denham on January 21, 2000 at 21:54:34:

Denham -- Some quick responses, which may or may not be slightly gnomic.

1. Innovation has always been a comptetitive driver -- when was it not?

2. Continuous learning, of course, is highly important. In fact, it is central to the idea of being a professional, central to managerial advancement, often taught in schools and universities . Tell me something new.

3.Sometimes

4. No way -- I'll go with the individual more than I will with the group -- hard experience here

5.Not necessarily. For example, don't forget moral courage. Also, don't forget that Japan, Inc, the place of consensus descisions, badly floundered, and is coming back in a more Western style.

6. Maybe synergy, but more useful/pragmatic ideas, not necessarily at all -- individual efforts can often provide more useful, better ,....

7. Sometimes, not always; nor are business rules necessarily the way to go. It can be strongly argued that pattern recognition is the only way to discern new knowledge. Human minds are great pattern recognizers.

8. You just invented Market Research.

9. Better to present the customer with a terrific product or service -- covers a lot of sins and definitely builds loyalty. Of course, packaging and presentation are often highly important aspects of products and services.

10. Re-invention is sometimes necessary and useful -- can sometimes be a great way to learn. Re-invention is often something almost routinely done by many highly creative people. How can you ever prevent it?

11. Maybe -- partly depends on the quality and performance of the system. Too slow, forget it.

12. Well known managerial "job"; used to be called "working the system". In theory is a good idea; in practice who knows? Maintenance could be an absolute bear.

13. Hiring good people has always been an excellent idea. You forgot "intellegence" in your list.

I have a harder time with your summary: I don't know what a "quality heuristic" is, nor do I understand the whole issue of implicit->explicit.
Intangible assets, of course they are important. Investment managers, for example, examine the quality of a company's management, the characterisitcs of the workforce. Many outfits have put a strong focus on intangibles for quite a long time -- smart, well trained people have always been of great value.

I'm not sure where KM fits into your list and conclusions.

Regards,
Reilly

---

Follow Ups:

---

Click Here to Post Follow Up in New Forums

    Knowledge Management Think Tank (New)

  

 Subject: 

Message: