651 Posts Found

At the heart of KM has always lurked a subversive notion: If knowledge is a company’s most important asset, and if the people who work for it collectively possess a deeper knowledge of how the company works, then the people employed by it should be better placed to run it than the executives. Harnessing collective wisdom only needs some means to manage collectively.

Content: Quotation | Author: James Krohe Jr. | Source: The Conference Board Review | Subject: Knowledge

Managing knowledge is hard to do well because managing knowledge is hard to do at all. Knowledge is at once a process, an outcome, and a raw material. Managing knowledge thus cuts across all the familiar institutional boundaries, which is why some firms base their KM efforts in their IT departments, some in HR, some in “business strategy” departments, some in new departments set up … [ Read more ]

Content: Quotation | Author: James Krohe Jr. | Source: The Conference Board | Subject: Knowledge

With on-demand access to managed knowledge, every situation is addressed with the sum total of everything anyone in the organization has ever learned about a situation of a similar nature. The problem is that the sum total of everything anyone learned about anything is usually a muddle. If you doubt it, Google “management.”

Content: Quotation | Authors: Gene Bellinger, James Krohe Jr. | Source: The Conference Board | Subject: Knowledge

Before the Industrial Revolution, individuals owned the processes, tools, and procedures, and suddenly they were taken over by the corporation. That went on for 150 or 200 years, and as we shifted into the knowledge- and service-work economy, we put more and more back on the shoulders of the individual worker. The corporate infrastructure has not kept up with the changes in the design of … [ Read more ]

Content: Quotation | Author: Bill Jensen | Source: The Conference Board Review | Subjects: Economics, Knowledge, Organizational Behavior

Managing for effectiveness in what economists call tacit interactions—the searching, coordinating, and monitoring activities required to exchange goods, services, and information—is about fostering change, learning, collaboration, shared values, and innovation. Workers engage in a larger number of higher-quality tacit interactions when organizational barriers (such as hierarchies and silos) don’t get in the way, when people trust each other and have the confidence to organize themselves, … [ Read more ]

Content: Quotation | Authors: Bradford C. Johnson, James Manyika, Scott C. Beardsley | Source: McKinsey Quarterly | Subjects: Knowledge, Management, Organizational Behavior

The problems of free access are fairly obvious: while workers may know how to use technology tools, they may not be skilled at searching for, using, or sharing the knowledge. One survey revealed that over a quarter of a typical knowledge worker’s time is spent searching for information. Another found that only 16 percent of the content within typical businesses is posted to locations where … [ Read more ]

Content: Quotation | Author: Thomas H. Davenport | Source: McKinsey Quarterly | Subjects: Knowledge, Productivity / Work Tips

With digital technology, as with every other information technology, the entity with greater information freedom wins.

Content: Quotation | Author: Elin Whitney-Smith | Source: strategy+business | Subjects: Information, IT / Technology / E-Business

Lasting innovation in an information revolution doesn’t come from the elite, or from people who already have access to wealth and authority. It comes from the edges, from people who are just gaining access for the first time.

Content: Quotation | Author: Elin Whitney-Smith | Source: strategy+business | Subjects: Information, Innovation, IT / Technology / E-Business

We must remember that theories claiming to be improvements because they explain what other theories failed to foresee are committing the worst kind of bait and switch, promising insight into the future when all they really have to offer is a prediction of the past.

Content: Quotation | Author: Michael E. Raynor | Source: The Conference Board Review | Subject: Thought

What makes knowledge workers is not what they know but how well they are able to use what they know.

Content: Quotation | Author: James Krohe Jr. | Source: The Conference Board Review | Subject: Knowledge

Most of us separate character and reputation. We define our character as “who we really are” and our reputation as “who other people think we really are.” In situations where their assessment differs from our own, we generally characterize the assessment of others as “wrong.” It takes courage to realize that, in some cases, other people’s view of us may be just as accurate—or even … [ Read more ]

Content: Quotation | Author: Marshall Goldsmith | Source: The Conference Board Review | Subjects: Character, Reputation

Perfection is achieved not when there is nothing left to add, but when there is nothing left to take away.

Content: Quotation | Author: Antoine de Saint Exupery | Source: ChangeThis | Subject: Design

If you’re too busy to help those around you succeed, you’re too busy.

Content: Quotation | Subject: Time Management

Time is the only critic without ambition.

Content: Quotation | Author: John Steinbeck | Subject: Time Management

Progress is impossible without change, and those who cannot change their minds cannot change anything.

Content: Quotation | Author: George Bernard Shaw | Subjects: Change Management, Progress

A fact is a simple statement that everyone believes. It is innocent, unless found guilty. A hypothesis is a novel suggestion that no one wants to believe. It is guilty, until found effective.

Content: Quotation | Author: Edward Teller | Source: LeaderValues | Subject: Thought

Great empires are not built by people who see two sides to every question.

Content: Quotation | Author: David K. Hurst | Source: strategy+business | Subjects: Decision Making, Thought, Vision

Reality is what we pay attention to, but measurement requires classification and classification requires abstraction. By paying attention to abstractions, we grasp the generic, but only at the expense of understanding the particular. This means that we lose the smell, feel, and touch of what’s going on right here, right now. And with that loss of the sensual, we lose our ability to respond quickly … [ Read more ]

Content: Quotation | Author: David K. Hurst | Source: strategy+business | Subjects: Management, Measurement, Observations

When I do talk with students, my goal is to help them develop what I consider to be two of the most important forms of intelligence: the ability to read other people, and the ability to understand oneself. Those are the two kinds of intelligence that you need to succeed at chess — and in life.

Content: Quotation | Author: Bruce Pandolfini | Source: Fast Company | Subjects: Life, Skills, Success / Failure

It is the mark of an educated mind to be able to entertain a thought without accepting it.

Content: Quotation | Author: Aristotle | Subject: Thought