Background

Experience

  • YourStory.in — Research Director, 2012 — Present
  • Mobile Monday — Research Projects Director, 2008 — Present
  • Extensia — Global Summits Conference Chair, 2008 — Present
  • The Knowledge Management Chronicles — Editor, 2003 — Present
  • Asian Media Information and Communication Centre — Research Advisor, 2001 — Present
  • Indian Proverbs Project — Founder, 2010–2011
  • WorldSpace Satellite Radio — World Music DJ, 2008–2009
  • ICANN — Nominating Committee Member, 2004–2006
  • United Nations Inter Press Service bureau — Communications Director, 1993–2004
  • Microland — Group Consultant, 1997–2000

Education

  • University of Massachusetts Amherst — MS, Computer Science and PhD, Communications, 1984–2006
  • Indian Institute of Technology, Bombay — B Tech, Computer Science

Profiles

Content

  1. Discovery, delivery, delight — how EY harnessed knowledge management and became one of two Most Outstanding Winners of the MIKE award
  2. Stay relevant, or be disrupted: CII Global Summit spotlights lifelong upgradation of knowledge and skills
  3. From global research to best practices in teaching: meet BINUS University, winner of the Most Innovative Knowledge Enterprise (MIKE) award
  4. Knowledge and innovation excellence: CII summit presents tips from winners of the Most Innovative Knowledge Enterprise awards
  5. Processes, practices, productivity: meet Petroleum Development Oman, winner of the Most Innovative Knowledge Enterprise (MIKE) award
  6. From intelligence to impact: how Cognizant leverages knowledge management and AI for business success
  7. Learning, leverage, leadership: meet Afcons, winner of the Most Innovative Knowledge Enterprise (MIKE) award
  8. Productivity, safety, resilience: how Global MIKE Award winner Tata Chemicals harnesses knowledge management
  1. Navigating the Minefield: A Practical KM Companion By Patricia Lee Eng and Paul J. Corney — BOOK REVIEW
  2. KM 3.0: KM and AI
  3. KM Singapore 2015: Twelve tips to unlock the knowledge-ready advantage
  4. Design thinking and knowledge management: 12 takeaways from the K-Community
  5. KM strategy bears fruit in Russia
  6. Microlearning from the KM perspective
  7. KM Asia: The top 10 takeaways
  8. Start-up skills and knowledge are prized by large enterprises
  9. The knowledge movement: trends and opportunities

The new conversation manifesto: Ten components of knowledge communication

  1. Knowing how to ask questions.
  2. Willingness to ask for information and assistance.
  3. Willingness to give as well as accept knowledge.
  4. Expectations of sharing knowledge.
  5. Promptness in sharing knowledge and expecting responses within deadlines.
  6. Giving feedback on received knowledge.
  7. Handling conflicting knowledge responses.
  8. Acknowledging, rewarding and acting on knowledge contributions.
  9. Existence of conversational capacity at multiple levels within the organization.
  10. Extension of conversational capacity externally for engaging other organizations.

15 tips ensure KM’s success

  1. Bring KM into mission-critical activities. KM is a great enabler of many business processes, but it can be very relevant to ensure success and continuity of mission-critical activities in areas ranging from banking to security. The IT giant Unisys leverages KM to “acquire, retain and propagate” mission-critical knowledge in its global services.
  2. Focus on knowledge retention during times of attrition. Globalization, aging work forces and economic downturns are leading to loss of valuable knowledge. KM can help stem that gap in the near term and especially in the long term.
  3. Use KM to improve understanding and execution of business reorganization. KM sometimes gets shunted aside during complex organizational restructuring, but can actually be useful in determining how to reorganize effectively. Some companies seem to spend almost half of their time on restructuring, but are not using KM to be more effective or innovative in restructuring.
  4. Go beyond connecting to networking. KM at the people level sometimes gets stuck at the stage of people profiles and a bewildering range of discussion forums. It is important to add collaborative tasks on top of such connections, so that actual networking takes place and collective intelligence emerges.
  5. Conduct more research on knowledge work. With all the hype about social media in the enterprise, people tend to forget that knowledge work is essentially built on effective communication. More research is needed about the changing workplace/workspace to understand how KM is becoming even more critical to 21st century organizations, and how knowledge seeking/collaboration behaviors of knowledge workers are changing.
  6. Pay more attention to design and visualization. In a workspace of increasing information overload and multitasking, it is important to design knowledge interactions and interfaces in a compelling yet effective manner. Effective design can help in sense-making in fast changing and information-intensive environments. But how many KM functions include roles for skilled user experience designers?
  7. Pay attention to the requirements of mobile knowledge workers. BYOD (bring your own mobile/tablet device to the office) is now old hat. More and more front line employees and managers are using mobile devices not just for accessing information but also for full workflow. Knowledge processes should be mobile-optimized, and not just in terms of device interface but also in speed of delivery, e.g., fast loading dashboards for sales teams.
  8. Blend informal and formal activities in knowledge-sharing sessions. For example, a “knowledge fair” format with each project team presenting its achievements and learning drives home the KM message stronger for all who participate. The very act of presenting a KM case study can help employees develop a deeper appreciation of the strengths and opportunities for KM at work in the long term, and instills a sense of pride.
  9. Broad base the KM initiative and don’t restrict it to only select managers or project heads. The more people who engage with KM in full-time or part-time roles, the more buy-in KM will gain and the more value it will contribute. Unisys conducts an annual one-week knowledge-sharing event called UniLight that attracts more than 60 percent of its employees.
  10. Highlight KM practitioners across the board. Don’t just showcase the usual super-achievers; also feature the employees who are coming up with their first, unique work insights or first reuse of existing knowledge assets.
  11. Don’t pitch KM as an “extra” activity to be done after normal work hours; it should be embedded in regular workflow. Even additional activities such as conferencing and industry meetups should be seen as a way of learning, brainstorming and benchmarking.
  12. Avoid too much theory and jargon. While the core team certainly needs to be abreast of developments in KM models and research, its recommendations and implementations must be demystified and simplified so that employees are not distracted or confused with more buzzwords.
  13. Don’t get hung up on the name KM. Some people seem to have a problem with the words knowledge management and even KM. Other terms such as collaborative work or knowledge sharing/emergence seem to be in use as well. A particularly creative acronym I have come across in a Singapore office is FISH (Friday information sharing huddle).
  14. Use metrics and analytics effectively, and conduct KM course corrections as appropriate. Many KM initiatives stop their outcome studies at the level of activity metrics (as described in my book Knowledge Management Tools and Techniques), but fail to connect them to deeper processes, knowledge insights, people attitudes and overall impacts on productivity and innovation. One company reported that only 40 percent of its knowledge assets were being used, and some were being viewed only by the creator. At the same time, metrics are not the “be-all and end-all” of assessment.
  15. Help ensure long-term success of KM by evangelizing it to students. Unisys has created the Unisys Technology Forum to bring workplace domain knowledge and practices to students-including activities like KM. This helps create awareness in students about the importance of KM and strengthens the KM pipeline in the long run.

Tempering Knowledge: India’s Tata Steel has reinvented its KM program more than once

Articles by Others

Presentations

SlideShare

SlidePlayer

Videos

YouTube

Vimeo

Books

  1. Review: It was a very good year by Hugh McKellar
  2. Another valuable compilation came from Madanmohan Rao. In Knowledge Management Tools and Techniques, Rao puts together stories about how KM has developed in organizations: “ … about KM journeys, origins, destination roadmaps, speed bumps gridlocks and compasses. It brings KM to life as a human story, filled with a cast of characters, agendas, passions, and motives and even with confusion and conflict.” And that’s the way it truly works in organizations, isn’t it? Rao’s 70-plus page introduction, “The Social Life of KM Tools,” is justification enough to purchase the book.

Book Chapters

  1. Holistic KM frameworks
  2. Types of organizational cultures
  3. Cultural components of KM
  4. Branding of KM initiatives
  5. KM activities to reinforce culture
  6. Sustaining KM — The role of culture-specific communication
  7. The road ahead
  1. Metrics frameworks
  2. KM metrics and impacts in the private sector
  3. KM ROI in government and the public sector
  4. Conclusion

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Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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Stan Garfield

Stan Garfield

Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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