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KM is harder than rocket science

Posted by  Mark Schenk —January 6, 2007
Filed in Collaboration

This post from Jack Vinson titled ‘Knowledge management is hard?’ reminded me of a presentation I give at the iKMS Conference in Singapore in November. During questions someone asked ‘why is KM so hard? Its not like its rocket science?’ A gentleman in the audience responded “Hmmm, I am a rocket scientist. In rocket science I […]

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People don’t leave organisations

Posted by  Mark Schenk —January 6, 2007
Filed in Strategy

I was working with Tony High before Christmas when he made the point to the group that ‘people don’t leave organisations, they leave managers’.  This is certainly consistent with my experience. Even if your job is fantastic, if your manager isn’t then thoughts inevitably turn to ‘what next’ and it’s a slippery slope once you […]

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Stop trying to solve the problem

Posted by  Mark Schenk —January 3, 2007
Filed in Business storytelling, Culture

Early last year Shawn and I delivered a workshop on narrative techniques in Hong Kong for a group of Masters students who were engaged in projects for several clients of the university. About two-thirds of the way through the workshop one of the students asked “when do we get to the stage where we can […]

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Principles and knowledge sharing in organisations

Posted by  Mark Schenk —January 3, 2007
Filed in Strategy

The previous blog contained some reflections on the considerable amout of knowledge strategy work we did in 2006. One of the things mentioned was the establishment of sets of principles (I’m not sure they are principles but it gets us into the right space) to help guide behaviours to improve knowledge sharing. The following list gives an idea of the […]

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Reflecting on Knowledge Strategy

Posted by  Mark Schenk —December 31, 2006
Filed in Strategy

Anecdote has worked with some fantastic organisations over the past year and one of the main areas has been in developing knowledge strategies. I thought it timely to look back and reflect on some of the key learnings from these projects and some of these initial thoughts are captured in the bullet points below. Strategy […]

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Anecdote circles are like dinner parties…

Posted by  Mark Schenk —November 24, 2006
Filed in Business storytelling, Communication

We often describe anecdote circles as being a bit  like dinner parties, with the exceptions that we try have just one conversation at a time, and there is no wine. Well, last night I facilitated an anecdote circle that was exactly like a diner party… SMS Management and Technology, an Australian consulting company (that both Shawn and […]

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The people are the organisation

Posted by  Mark Schenk —October 7, 2006
Filed in Communication, Leadership Posts

  It is the most ubiquitous platitude of corporate life: “People are our most important asset.” The undeniable reality, of course, is that the human side of enterprise remains the ultimate backwater. Be honest: How many companies do you know that are as creative, as disciplined, as businesslike about the people factor in business as […]

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The actKM conference: 25-26 October

Posted by  Mark Schenk —October 4, 2006
Filed in Collaboration

actKM is running its 7th annual conference on 25 and 26 October. This is the best KM conference in Australia because it consists of practitioners talking about how it is done – no vendor presentations. It’s a two day program with an excellent conference dinner—not to be missed. The conference theme is “Realising the Knowledge Management Vision” with […]

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Anecdote is growing

Posted by  Mark Schenk —October 4, 2006
Filed in News

Back in July we decided that the Anecdote team needed to grow and we ‘advertised’ via the blog and using word of mouth. We received many applications and met a whole bunch of fabulous and interesting people during the interview process that we will be keeping in touch with. To everyone who applied –  thanks. […]

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If you can’t measure it….

Posted by  Mark Schenk —September 18, 2006
Filed in Anecdotes, Leadership Posts

I recently heard a presentation that mentioned the truism ‘if you can’t measure it you can’t manage it’. It reminded me of how uncomfortable I have always been with this statement and the way it gets touted like a mantra in some organisations. If we view the functions of management as ‘plan, organise, lead, control, direct’, then […]

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