Wednesday, January 31, 2007

Managing Discontinuity

Recently my friend who had just came back from KM Asia 2005 shared with that that the trend is shifting from managing continuity and discontinuity. What my friend meant was, using her words,

‘Most organisations spent tremendous effort and investment in building the infrastructure for knowledge, which at the end it becomes more like a routine process of coding, capturing and storing knowledge. But, how much of these knowledge are really useful for the organisation ultimately? How do we know the quality of our tacit knowledge? What is the real value of building KM tools based on yesterday's information?’

To me both have its merit. In order to have KM happening in any organization IM (Information Management) has to be there first. When they talked about capturing, coding and storing to me they are talking more of IM rather then KM perse and there is a very thin line separating these two now. I believe this is still the struggle in most organizations. The questions asked are valid. John Seeley Brown and Prusak also talked about intellectual and social capital where managing knowledge flow is even more crucial

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