This site holds that social knowledge management is directed, strategic collaborative learning that drives innovation and fosters organisational agility and responsiveness to change.
Its effective adoption demonstrates the recognition that there is much under-utilised intelligence in any workplace, and more knowledge and experience than ever gets used.
Faster than collaborative technology itself is developing, human beings are coming together in smart companies to join the dots in building new pools of knowledge. The emergent learning this creates is the source of all business breakthroughs and of "creative destruction" itself.
The opportunity to do it lies in every workplace. It is an "Enterprise 2.0" approach to strengthening a business.
This makes social knowledge management a necessary competency of future organisations, as knowledge, how it is processed and the speed at which it is deployed in organisational learning will prove a critical competitive differentiator.
It is social because through its conversation, new leaders can emerge and all will learn what needs to be fixed, what can be improved and where opportunities to address, and force, the pace of change in their industries lie.
The organisational conversation and the commitment it engenders among participants may be the most important resource the company has at its disposal, which is why it must be managed well.
It is also a channel through which new, business school-grade learning and creative provocation can be steered to every desktop, at the right time and in the right measure to create a more business-minded, thoughtful, responsive and resourceful organisation.
We are in an age in which human capital and the fluid transmission of human capabilities can flow. Is this threatening? Too right it will be, for some.
But it also means companies are going to need to manage well that same primary resource that is most valuable, rare, difficult to imitate, and non-substitutable: their people. The tacit knowledge incorporated in their human capital is not static.
And as the sum of capability, potential and the propensity to contribute something rare and inimitable from the sum of the dots on an organisation’s network shifts with every new hire and every departure, this will change the ways in which all businesses seek to hire.
Those that engage in crafting carefully the R&D lab in which is cultivated the intelligence of their organisation, and of the quality of the information on which it feeds, are likely to come out ahead, not least because these will also be the places in which the most motivated people wish to work.
Effective social knowledge management provides the boundaries that are its frame.
So, where do you apply social knowledge management’s learning?
You’d probably make a priority of finding and fixing under-recognised weaknesses, and identifying those of competitors; on things that are broken or breaking and need to be changed. All companies have them.
You might focus at the face of change itself, where you need new leadership and new capabilities. In any business, there exist vulnerabilities that are not visible to those at the top.
It is not good enough just to to build something that is new and great, you must also learn to see and fix what may be about to break. In an age in which change is accelerating and, apace with technology, feeding more furiously on itself, that could be anywhere. That is where you focus social knowledge management.
Its effective adoption demonstrates the recognition that there is much under-utilised intelligence in any workplace, and more knowledge and experience than ever gets used.
Faster than collaborative technology itself is developing, human beings are coming together in smart companies to join the dots in building new pools of knowledge. The emergent learning this creates is the source of all business breakthroughs and of "creative destruction" itself.
The opportunity to do it lies in every workplace. It is an "Enterprise 2.0" approach to strengthening a business.
This makes social knowledge management a necessary competency of future organisations, as knowledge, how it is processed and the speed at which it is deployed in organisational learning will prove a critical competitive differentiator.
It is social because through its conversation, new leaders can emerge and all will learn what needs to be fixed, what can be improved and where opportunities to address, and force, the pace of change in their industries lie.
The organisational conversation and the commitment it engenders among participants may be the most important resource the company has at its disposal, which is why it must be managed well.
It is also a channel through which new, business school-grade learning and creative provocation can be steered to every desktop, at the right time and in the right measure to create a more business-minded, thoughtful, responsive and resourceful organisation.
We are in an age in which human capital and the fluid transmission of human capabilities can flow. Is this threatening? Too right it will be, for some.
But it also means companies are going to need to manage well that same primary resource that is most valuable, rare, difficult to imitate, and non-substitutable: their people. The tacit knowledge incorporated in their human capital is not static.
And as the sum of capability, potential and the propensity to contribute something rare and inimitable from the sum of the dots on an organisation’s network shifts with every new hire and every departure, this will change the ways in which all businesses seek to hire.
Those that engage in crafting carefully the R&D lab in which is cultivated the intelligence of their organisation, and of the quality of the information on which it feeds, are likely to come out ahead, not least because these will also be the places in which the most motivated people wish to work.
Effective social knowledge management provides the boundaries that are its frame.
So, where do you apply social knowledge management’s learning?
You’d probably make a priority of finding and fixing under-recognised weaknesses, and identifying those of competitors; on things that are broken or breaking and need to be changed. All companies have them.
You might focus at the face of change itself, where you need new leadership and new capabilities. In any business, there exist vulnerabilities that are not visible to those at the top.
It is not good enough just to to build something that is new and great, you must also learn to see and fix what may be about to break. In an age in which change is accelerating and, apace with technology, feeding more furiously on itself, that could be anywhere. That is where you focus social knowledge management.
