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Re: Where KM Strategies Succeed


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Posted by Robert Benjamin on June 01, 2000 at 02:25:10:

In Reply to: Re: Where KM Strategies Succeed posted by Ron dW on May 31, 2000 at 18:31:33:

Hi again Ron

Thank you for your interesting thoughts. I am suggesting that there are multiple factors for anything failing, including a KM strategy. I guess the challenge is to identify the key drivers of a failed outcome. Your take on it is quite valid.

I agree with you that it would be quite a disappointment if KM becomes a label for the obvious. I think we all risk falling into the linear-mindset trap when we try to define a concept into a useable product, but we obviously have to keep on trying to succeed.

I like your take on the "motive" for strategies. It leads me to think about sound and unsound competition. I think the fact that a strategy aims to outdo the opposing strategy(ies) is not an unsound competitive mode to have. I have not yet seen a strategy which aims to overpower and exploit its employees, and I hope I never do. Such a strategy would be unsound and probably won't add any value over time. In no way is it suggested that a KM strategy should have such an objective. Let me stop there for now and say that I am moving way out of my depth, but the issues of ethics, culture, morals, social responsibility etc., do spring to mind at this juncture.

"Personal leadership, ideally, also rises naturally. Expertise is....the source of conduct."

I like your message in this paragraph. If I understood it correctly, you are implying that KM should align more naturally to the social organization, speaking to people where they are at, and ensuring that they receive benefits in exchange for knowledge contribution.

Regards

Robert


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