Archive for the ‘Strategy’ Category

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Redundancy in storytelling

Posted by  Shawn Callahan —May 10, 2007
Filed in Business storytelling, Strategy

I found a new blog this morning and while it’s a newie I’m hoping it will have some more good posts like this one about Walter Ong and the issue of redundancy in storytelling. The blog authors are Jim Stahl and Nemola Kalo. I found this quote Jim posted from Walter Ong very interesting: “Since […]

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Focussing your knowledge strategy

Posted by  Mark Schenk —May 9, 2007
Filed in Strategy

We have noticed that knowledge strategies tend to have a recurring set of objectives. We listed an initial set of core objectives here and have developed a longer set over a series of conversations over the past few days. The list is shown below. Unfortunately a strategy cannot tackle everything without losing focus – the […]

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Knowledge strategy – three journeys

Posted by  Shawn Callahan —April 25, 2007
Filed in Strategy

Strategies should result in a set of actions making the organisation more valuable to whoever it serves. I learned this from David Maister Knowledge strategies are no different. The objectives of the knowledge strategy activity are fourfold: develop a common understanding among leaders and staff of where and how they should enhance their capability to […]

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Thinking strategically about communities of practice

Posted by  Mark Schenk —March 14, 2007
Filed in Collaboration, Strategy

I have just returned from the UK and from co-delivering a training program for new CoP coordinators in a global company. It was a great experience and I learned much about communities of practice. In the week before, I spent some time in Brisbane looking at some of the company’s CoP success stories. A number […]

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Future stories

Posted by  Shawn Callahan —March 12, 2007
Filed in Business storytelling, Strategy

A simple way to help people develop stories of how their organisation might operate in the future is to ask them to consider specific triggering events then explain what happened. It’s important the triggering event is specific yet representative. For example, a triggering event might be Ron Wilson suddenly resigning from the investments section to […]

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Redressing the balance in developing knowledge strategies

Posted by  Shawn Callahan —February 27, 2007
Filed in Strategy

Strategies should result in a set of actions making the organisation more valuable to whoever it serves. Knowledge strategies are no different but most organisations develop a knowledge strategy in the following way: the company engages consultants to analyse their needs the leaders are asked, “what result would you like to see at the end […]

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Knowledge strategy in Melbourne and Canberra

Posted by  Shawn Callahan —February 25, 2007
Filed in Strategy

There seems to be a renewed interest in developing knowledge strategies. We have been involved in three in the last six months and our narrative techniques have been well received. We now need to move people from seeing a knowledge strategy as a thing to a seeing it as a process. We also need to […]

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Knowledge strategy – the core objectives

Posted by  Shawn Callahan —February 21, 2007
Filed in Strategy

I’m going to go out on a limb here and say that every knowledge strategy has the same objectives, which are: improve knowledge sharing enhance innovation reduce impact of people leaving (knowledge retention) build skills and know-how improve everyone’s ability to find relevant knowledge when they need it improve how we learn from experience If […]

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Some more on slogans

Posted by  Shawn Callahan —February 20, 2007
Filed in Fun, Strategy

Have a look at this funny take on the recent election slogan adopted by the NSW Labor Party: “More to do, but we’re heading in the right direction” (hat tip to Victor Perton) Tags: slogans

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Putting stories to work

Posted by  Shawn Callahan —February 20, 2007
Filed in Strategy

Over the last few months we’ve talked about the importance of having a short phrase or mantra to help everyone in an organisation implement the company’s strategy (here and here). At Anecdote we’ve had a few catch phrases over our relatively short life and we’ve never been totally happy with any of them. Here’s the chronology: complexity […]

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