strategy

Moderated by Steven Wieneke. @stevenwieneke

This chat is a collaboration between KMers and the SIKM Community. The SIKM Leader teleconference is titled "The Knowledge Management and Application Domain" which is also the title of our new book. The teleconference will be a discussion between the 2 authors, Karla Phlypo-Price and me, about the book. Participants can ask questions as well. The book can be previewed at Google books by following this link:

http://books.google.com/books?id=ETL0pYooT00C&printsec=frontcover&dq=The...

After this conference we'll discuss this topic further in the KMers community using the questions mentioned in the agenda.

KM for business is what we're mostly talking about, by default. At best, we envisage KM for government or for nonprofit organizations. We commonly think that the issues and usage of KM are the same, whatever the environment.

Development projects, such as social entrepreneurship of charity projects in developing countries, are of course different from usual business/government projects. Or are they? Certainly, the circumstances in which these development projects are run may be difficult, but are their KM challenges fundamentally different from day-to-day KM? Isn't it also about bringing a community together (in this case, international development practitioners) and sharing knowledge and experience? Or is the cultural aspect more important, working with a North-South mix of participants, large and small organizations (think UN and local NGO), academics, policy makers, and activists, etc.

Knowledge management touches all parts of an organization.  This creates many opportunities and challenges for a KM department.  Organization and decision-making can help your company outperform or hold you back.  What is your organization structure doing for you?

Many organizations develop some sort of "knowledge management strategy". Do organizations need a Knowledge Management Strategy? and if so what should it be like. Is a formal documented strategy needed in order to run an effective KM program? What are the various purposes a KM strategy can serve, and what should a good strategy look like so that it can meet these purposes?

Developing a KM strategy can be a matter not only of content but also of process. What kind of preparation and consultation processes are needed to develop a successful strategy in order to ensure it reflects real business needs? How can those leading the development of a strategy work to ensure that it can gain the organization's support, get funding and have a chance of being implemented successfully.

Noon-1pm USA/ET

Chat is April 6 at 12pm ET

KMers is pretty new to the scene.  There are other chats that have been around for a much larger portion of Twitter's own existence.  Of those that started early, not all have endured (full list: http://bit.ly/ChatSched).  Those that are still going strong are doing so thanks to a loyal and avid community.

One of those successful chats is #innochat.  We are proud to be partnering with them for a #chatmixer on April 6 and April 8.  April 6 will be the above topic on our (#KMers) hashtag and April 8 will be a similar topic on their (#innochat) hashtag.  It is highly encouraged for the members of each community to attend the others' chat.

There's a strong general feeling in the two communities that innovation and KM have a lot in common in terms of vision, goals and methodologies, and it seems valuable to explore those similarities in a more explicit way. At the same time, it's clear they should generally support each other within an organization ... but are there specific practices or projects which can better leverage the synergies?

17:00 UTC = 12pm ET

It would be interesting to hear how organisations have branded and marketed their KM interventions into the company. Is this a budget item, what crazy ideas people have tried out, how to do it on a shoestring?

Chat is 12pm ET / 9am PT

 Knowledge management is ill-defined but even more crucially ill-assessed. The inaccuracy and inadequacy of monitoring (1) approaches for KM has left behind a trail of tensions, heated debates, frustrations and disillusions. Differing perspectives on the value of KM and on ways to conduct monitoring have further entrenched these reactions.

How to reconcile expectations from managers / donors on the one hand, from teams in charge of monitoring knowledge management and clients / beneficiaries on the other hand? How to conjugate passion for and belief in knowledge-focused work with business realism and sound management practice?

What are approaches, methods, tools and metrics that seem to provide a useful perspective on monitoring the intangible assets that KM pretends to cherish (and/or manage)? What are promising trends and upcoming hot issues to turn monitoring of KM into a powerful practice to prove the value of knowledge management and to improve KM initiatives?

Join this Twitter chat to hear the buzz and share your perspective...

Traditionally, knowledge management initiatives have focused on sharing, collaborating and connecting inside the enterprise. This is the right place to start, but our colleagues, partners, clients, suppliers and even competitors also have knowledge and expertise that we can use. Can KM grow beyond the boundaries of the enterprise to include their participation? 

Regulatory and security issues aside, expanding KM beyond the boundaries of the enterprise holds bright promise. In this week's Tweetchat, we'll explore the potential advantages and obstacles of extra-enterprise knowledge management, and share strategies for pushing KM's boundaries "beyond the firewall." 

Modern organizations need a new, collaborative, value-driven approach to Innovation, which is challenging traditional views. It appears that the “Knowledge Management side of Innovation” is not fully exploited. Closer synergy between Knowledge and Innovation practices would certainly benefit the innovation process.

17:00 UTC = 12pm ET same day

Predictions are hard for any one person to make. The essence of stock markets is that many different decision makers all making bets on their own predictions leads to a consensus of where corporate performance is heading.

The same sort of crowd decision making can be used for anything. If you are interested in this topic, but not familiar with Prediction Markets, there is a lot of interesting research and interesting tools available.

This chat will be a little less formal than a prediction market. We will see what our small sample size of people thinks is going to happen in 2010 and we will hash it out to see if we can get some interesting learning out of it.