Lessons learned from the world’s greatest organizations show that even simple technologies can generate great performance when empowered by smart minds of motivated and committed humans. Conversely, ‘intelligent’ technologies may produce dumb results if those smarts are missing as evident from the cases of companies once considered great in the past era. Importantly, unless data and information are translated into ‘meaningful’ decisions and actions for sustained performance, there is no point of the whole exercise… whether you call it knowledge management, wisdom management, creativity management, or something else!
Organizing Committee of the symposium: MOKEAB international company
“Ensuring that workers can carry out their tasks effectively, by providing
the right knowledge
at the right place
at the right time.”
Read more about Knowledge management
“Knowledge management refers to the critical issues of organizational adaptation, survival and competence against radical discontinuous environmental change. Essentially it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings.” “Knowledge management is more about the pragmatic and thoughtful application as it is not in the theoretical definition but in real world execution wherein lie the greatest opportunities and challenges. Any ‘definition’ therefore must be understood within the specific context of expected performance outcomes and value propositions that answer the question ‘Why’ about relevance of KM.”
Our following summary interpretations of the above ‘working definition’ of Knowledge Management are also popular among corporate strategists and military, airforce, and navy commanders. KM is: ‘Knowing what you know and profit from it’ and ‘Making obsolete what you know before others obsolete it.’
“The focus of Knowledge Management is on ‘doing the right thing’ instead of ‘doing things right’. It provides a framework within which the organization views all its processes as knowledge processes and all business processes involve creation, dissemination and application of knowledge towards organizational sustenance and survival.”
Clearly the goal of knowledge management is sustained individual and business performance through ongoing learning, unlearning, and adaptation. Technologies of computing have inherent limitations. They have difficulty in generating meaningful insights from data as they can’t question or re-interpret their programmed logic and assumptions. Given inherent limitations of the technologies of computing, human users of such ‘systems’ have at least an equally important role in knowledge management.
Knowledge Management is a new branch of management for achieving breakthrough business performance through the synergy of people, processes, and technology. Its focus is on the management of change, uncertainty, and complexity. It evolved from the need for advancing beyond the failing paradigm of Information Technology Management that accounts for 70%-80% system failures. As ‘IT’ becomes more of a commodity and endowed with more complex ‘potential’ capabilities, there is need for re-focusing on strategic execution. As we transition from an era of information scarcity to information glut, there is need for re-focusing on human sense-making processes underlying decisions, choices, and performance. In this new paradigm for increasingly uncertain and complex business environments, dynamically evolving performance outcomes are the key drivers of how ‘smart minds’ use ‘smart technologies’ to leverage strategic opportunities and challenges.