The book " Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality " was authored by Scott Belsky in 2010. Belsky, who makes a living by coaching individuals and companies in transforming ideas into reality, addresses a challenge that resonates with everyone, be they artists, managers, or dreamers. Often, the ideas we conceive, despite investing time and resources, result in outcomes far from our envisioned success. Generating an idea seems to represent only

As knowledge managers, we are dealing many times with the objections, which arise as a part of the natural process of change. At the...

We, knowledge managers, often encounter resistance, which arises as a natural part of the change process. Despite the tendency to seek...

Knowledge management (KM) has been a natural development over the past years, and a “hot” topic for many organizations. The ability to...

During the five years of its work, the bank’s organizational portal, under the strategic department, has become the center of...

The book " Mastering Organizational Knowledge Flow: How to Make Knowledge Sharing Work " was written by Frank Leistner in 2010. He currently serves as the SAS Knowledge Management Manager at SAS, one of the largest private software companies globally. Leistner, an advocate against using the term "knowledge management" because he believes knowledge itself cannot be managed, emphasizes the importance of managing and influencing the flow of knowledge. In his book, he underscores

The author, Michael Fullan, well-known in certain circles, has been writing about management and change for years. His notable books include " Motion Leadership ," " Leading in a Culture of Change ," and more. " The Six Secrets of Change: What the Best Leaders Do to Help Their Organizations Survive and Thrive " is not solely about change and change management but instead focuses on management and success in the new age in a complex and ever-changing environment. The book deve

The contribution of knowledge management activities and solutions to an organization's achievement of its business goals has been widely...

The following short piece, in its personal tone, is slightly different than what you've probably read in our magazine so far. My name is...

A Knowledge Management system is usually a cross-organizational system serving its workers as a channel for transferring uniform data...

When beginning a new project, an important part of its planning is identifying "Stakeholders" by mapping out all those people that affect...

We all agree that one of the most prominent components of an organization/business's success is its knowledge and proper management of...

This book, " A Sense of Urgency ," is part of a series authored by leadership and change expert John P. Kotter, alongside works such as "Leading Change," "The Heart of Change," and "Our Iceberg is Melting." It gained recognition as a New York Times Bestseller. For those familiar with Kotter's framework, he outlines eight stages of change management: Creating a sense of urgency to address the issue. Building an action team. Formulating a vision and strategy for change. Communi

When analyzing a portal, we usually divide its components to three main types of portal components: goal-supporting components, inventory...

John Kotter is undoubtedly familiar to many, recognized as the guru of change management worldwide in recent decades. Based on the book he co-authored with Holger Rathgeber, Kotter's well-established method is a staple in universities and management schools. The narrative unfolds in an imaginary world of penguins, illustrating a crucial change needed after one penguin discovers their glacier is melting. The story, both beautiful and innocent, adeptly clarifies Kotter and Rath

BI tool outputs often illustrate the tedious side of abundance culture... Many organizations use BI tools to produce numerous reports...

Organizations and managers constantly search for the optimal way to implement organizational changes. Considerable resources are invested...

Rom values professionalism and excellence, tailoring solutions to client needs with creativity, flexibility, and continuous improvement.

This book, " Leading in a Culture of Change ," authored by Michael Fullan in 2001, is exceptional. It sets itself apart from conventional leadership books that either present a formula for success or narrate the life and work story of a charismatic leader who achieved success. Fullan, the author, dismisses the notion of ready-made recipes, emphasizing that such recipes do not exist—a sentiment I wholeheartedly agree with. It's not about the world making complete sense or not

In his book " Knowledge Management in Modern Organizations " (2007), Murray E. Jennex wrote that the true essence of knowledge management...