A Different Way to Acquire Lessons Learned in Knowledge Management

Lauren Trees's picture

APQC recently sat down with Paul J Corney to discuss how using the Pause & Reflect method following an event can help teams better articulate their lessons learned and improve engagement among team members.

Transferring Critical Knowledge Requires Clear Goals and Communication

Lauren Trees's picture

APQC recently chatted with Ewen Le Borgne, senior editor of the Knowledge Management for Development Journal, about why communication is a key part of transferring and applying critical knowledge.

New Interactive Framework Provides Knowledge Management Best Practices, Tools, and Templates

Lauren Trees's picture

People are always asking me for a better way to find the APQC knowledge management best practices and guidance they’re looking for. Now there is one! This month we launched APQC’s Interactive Knowledge Management Program Framework, a one-stop shop for the best resources to help you envision, design, implement, and evolve your KM program.

Sandy Kemsley Talks About Collaboration and Business Process Management

Lauren Trees's picture

This morning I got to hear Sandy Kemsley speak at APQC’s 2013 Process Conference. While she’s a business process management analyst and consultant, her keynote, Changing Incentives for Knowledge Workers in Collaborative Enterprise Processes, resonated for me—and I think would for other KMers.

Knowledge Management and Engineering Workflows

Lauren Trees's picture

While attending site visits for APQC’s “Transferring and Applying Critical Knowledge” study, I’ve been thinking about how KM is practiced in scientific, technical, and engineering organizations vs. other types of firms. Obviously the types of content and expertise being shared are different, but I think there may be some unique elements in how technical employees want to capture, share, and access knowledge compared to—say—consultants or HR staff.

Knowledge Management Tools for Expertise Location

Lauren Trees's picture

As many of you know, APQC held its 18th (!!) Annual Knowledge Management Conference in Houston last week. This is my sixth conference, and it’s always one of my favorite weeks of the year—getting to hear what’s going on in people’s KM programs, what challenges they’re facing, and all the success they’ve achieved.

Change Management for Knowledge Management

Lauren Trees's picture

When I talk to our members about their knowledge management challenges, change management is always near the top of the list. It’s one thing to create a KM strategy and select knowledge-sharing and collaboration approaches you want to implement, but it’s another to actually roll out the new processes and get employees to embrace them.

Decentralized Knowledge Management Strategy Offers Success at Grant Thornton

Lauren Trees's picture

APQC loves to look at thriving knowledge management programs and analyze the secrets behind their success. I recently had the pleasure of doing this at audit, tax, and advisory services firm Grant Thornton LLP. Grant Thornton formalized its KM function in 2007 as part of an effort to improve firm-wide access to knowledge and enhance sharing across geographical locations. Despite the global economic downturn that ensued, the organization was able to grow its capabilities quickly and embed knowledge sharing and reuse in key business processes.

Social Media’s Role in Knowledge Management

Lauren Trees's picture

Is your organization using social media to enhance internal knowledge sharing and collaboration? Here at APQC, we’re engaged in new research to understand how firms get value from blogs, wikis, microblogging, social tagging, and other similar tools. If you have a social media success story (or some useful lessons learned), please email me so I can feature you in our upcoming report.

Identifying Experts and Expertise for Knowledge Management

Lauren Trees's picture

Last month, we asked our knowledge management community call audience about the techniques their organizations use to connect employees with experts and tacit knowledge. The results show that most firms rely on at least two expertise location approaches, including communities of practice, discussion forums, collaboration sites, employee profiles, and social networking/microblogging.