A push for it was when the company assembled a team for a project but failed to have the most optimal people in that project, as we didn’t know they existed, and most would not be aware of the talent of these people as their job title does not give it away.
The fact that we now have online social tools that allow bottom-up grass roots effort to emerge is very enabling. These guys can now create a space and say look at us, come join us. If you create conditions by giving people the tools, the talent will surface, people will do the main aims of KM without you asking them.
A middle manager may say they don’t want their people wasting time on other things, but allowing this may just help the business be more progressive and adaptive. I think senior managers and middle managers need to be on par that it’s OK for people to spend some time on stuff that is non team related or better still even complementary to team work.
A few weeks ago Obama nominated Jeffrey Zients, another consultant and Washington business executive, for the role. I don’t know Zients, but I think the Chief Performance Officer role has a lot of potential, and it’s a new wrinkle for something like this to appear first in the federal government.
Some of the participants pointed out that if you’re going to be merging things, you might as well go a bit further. They noted, for example, that if you want to align knowledge and learning with work, you need to know something about business processes and how to improve them. And if you’re going to align processes with the content needed to perform them effectively, you need to know something about the technology that would deliver the content in accordance with job tasks.
The danger, of course, is that a broad business improvement organization would have such breadth that it would lose focus, or that no individual business improver could master the broad array of tools offered. It will be interesting to see how organizations resolve this tradeoff of capability and focus.
Do you have 38 minutes? Then you can help me find a document
A new survey, however, finds that employees at big companies (with more than 10,000 employees) spend, on average, 38 minutes searching for one document — whether that’s on their own computers or their organization’s networks, databases or intranet.
Just 9 percent of the companies responding to the survey have an automated system in place for locating experts.
Inside corporate firewalls, the consequences of bad findability are less immediate, harder to measure and less visible. The connections to the bottom line results are harder to trace. But bad findability internally will nonetheless lead to death, although a slow and painful one.