Category: Knowledge Management
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Knowledge Management and Futures Thinking: Using Insights to Plan for the Future
We often use Knowledge Management (KM) insights to help adapt and adjust projects and programmes to increase their efficiency and effectiveness. But a hidden power of those insights is that they can serve as the basis for and inform long-term plans and strategies, and spark creativity and innovation. The practice of futures thinking involves anticipating, analysing, and
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Why Knowledge Management is at the Heart of Learning
Knowledge and learning are inextricable. It is through learning that individuals and organisations acquire knowledge. Knowledge is an organisation’s most important intangible asset. An organisation must be willing to invest in Knowledge Management (KM) to harness the power of collective knowledge and learning. KM focuses on knowledge processes which include creation, acquisition, storing, sharing, and
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In Order to Learn, Pause to Reflect Regularly
How do we learn in a work environment? From conversations with colleagues, partners, beneficiaries, documents, and multiple other sources. However, most of what we learn at work is through experience, our own and that of others. Through regular Pause to Reflect sessions, we can nurture organisational knowledge, draw lessons learned, and improve how we learn.
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Four Key Reasons Your Organisation Needs Knowledge Management
Knowledge in any organisation, including in the international development and non–profit sectors, is a highly valuable but often under-utilised asset. It flows in and out through various mediums, from reports, policies and procedures, to databases, stories, and most importantly, the people. In the era of innovation, combined with uncertainty and a fast-paced, constantly changing environment,
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Where Does KM Sit (or Should Sit) within an Organisation?
Knowledge Management (KM) experts are often asked where KM is best placed within an organisation, with no definitive answer. Experience shows that KM does not have a clear place of its own and is often placed in very different units. The key point is that KM is very much cross-functional and affects every unit and
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Knowledge Management in a Remote or Hybrid Workplace – Which Tool to Use?
There is no denying that remote and hybrid work is changing the way we work. For many organisations, the COVID-19 pandemic forced a rapid evolution of technologies enabling communication and collaboration. For the most part, the technologies existed already, but they were slowly gaining ground in organisations. The pandemic forced a rapid adoption process, which
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Upping your Game: Lessons from the International Olympic Committee’s KM Programme
The eyes of the world have been on Paris this summer as it hosted the 2024 Olympic and Paralympic Games. Ever wonder how a local Olympic Organising Committee grapples with the gargantuan task of planning for and hosting these massive international events? Where do you even start? The answer is Knowledge Management. Background The International
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Unlocking Success: The Dynamic Duo of Knowledge Management and Monitoring, Evaluation, and Learning in Development Programs
In the dynamic landscape of the development sector, the effective management of knowledge and the meticulous evaluation of programs are pivotal for success, both influencing every part of the project lifecycle. Knowledge Management (KM) and Monitoring, Evaluation, and Learning (MEL) stand as pillars, each playing a distinctive yet interconnected role in shaping the outcomes of development initiatives. KM acts as
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Is Your Organisation KM-Ready?
You may have heard about Knowledge Management (KM), but you are not an expert in the field. Or you may have worked at an organisation that had a KM framework and you would like to build something similar at your new organisation. It can feel a little daunting and overwhelming to start from scratch. You
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The Power of Openness and Transparency in Knowledge Management
Knowledge Management (KM) has emerged as an important function for organizations seeking to harness and exploit their internal knowledge and expertise. However, traditional approaches to KM often fall short, hampered by siloed information, duplicated tasks, lack of trust and a culture of knowledge hoarding. Openness and transparency are powerful organizational values that can completely transform
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