" The New Know: Innovation Powered by Analytics ," authored by Thornton May in 2009 and co-published with SAS, defies conventional norms as it transcends the typical boundaries of a book. While it addresses business analytics technology, its scope extends beyond technology to encompass people, organizations, and markets. The book conveys a clear message: the world is undergoing significant changes, and analytical analysis is integral to this transformation. Organizations aspi

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...

We, as individuals, all want to succeed in our job. We all want to excel. The aspiration to succeed and excel is also shared by the...

Innovation deals with new creation, while knowledge management focuses on reusing, positioning, and optimizing what already exists. There...

'Kata' is another term from the far-eastern culture that means "the way an organization runs". A Kata describes innovation and...

The book " Outside Innovation ," published in 2006, primarily delves into innovation and client collaboration. It introduces a life concept centered around collaborative work, emphasizing a reciprocal exchange of services. The book imparts insights into transforming traditional roles and fostering partnerships with clients in specific aspects of our responsibilities. Some concepts are familiar and presented in a structured manner, while others introduce innovation on various

A Knowledge Management project (setting up an organizational portal, a community of practice, lessons knowledgebase, etc.) usually begins...

The book " Capitalizing on Knowledge: From e-business to K-business ," alternatively titled "Creating Capital from Knowledge: From Internet Business to Internet Knowledge Business," was authored by David Skryme in 2001. Upon initially picking up the book, a sense of disappointment overcame me. A publication from 2001 is nearly considered historical eight years later, particularly in a field like knowledge management, which continues to evolve and consolidate. Nevertheless, de

When we begin a Knowledge Project, we set goals and objectives. However, when the work routine kicks in we occasionally forget why we...

The concept of Unified Performance Management was born out of the need to actively work towards improving organizational performance....

We all know that launching a Knowledge Management solution is an integral part of the KM process. But how can we launch the product in a...

Kiwi isn't merely a greenish-brownish exotic fruit, nor merely an exotic bird. It is also an acronym for Knowledge In a Wiki. The KIWI...

MHDS drives systematic innovation with visible changes, breakthrough thinking, and ongoing renewal for sustained organizational growth.

Nearly every organization values "knowledge development and innovation". Yet, where is the implementation of this value apparent? We...

Do you know those things that seem trivial but only become apparent in hindsight? "The Knowing-Doing Gap" is one such book. It delves into a problem closely linked to knowledge management but serves as its complement: How is it that numerous organizations possess all the correct answers yet still commit numerous mistakes, occasionally bordering on nonsense? Why do many managers, having attended advanced management workshops and enlisted consultants who provided sound ideas, p

Leonard and Snap's book, published by Harvard Business School Press in 2005, is a relatively recent publication. The book delves into a critical issue for organizational managers and individuals: how to foster and convey internal organizational wisdom. It explores the progression from cultivating beginners to experienced individuals, experimenters to the understanding, understanding to experts, and experts to those profoundly insightful. This individual possesses vast knowled

In November 2005, the father of management theory and one of its luminaries, Peter Drucker, passed away. Renowned for seamlessly blending academic and theoretical knowledge, Drucker held diverse roles as a lecturer, management consultant, "guru," and prolific author. He left behind a legacy of 39 books and hundreds of articles, having lived to 96. Most knowledge managers are familiar with Drucker's groundbreaking work, "Management Challenges in the 21st Century," published in

Written in collaboration with Naama Halevi and Carmit Shaked When initiating knowledge management activities in an organization, we must...

Most knowledge management enthusiasts have heard of NONAKA, one of the pioneers and leaders in knowledge management. Less known is his Swedish colleague, GUNNAR HEDLUND. Both of them wrote articles on knowledge management as early as 1987. A joint article they co-authored in 1993 - "Models of KM in the West and Japan" - included the foundational principles upon which NONAKA and Takeuchi wrote their 1995 book " The Knowledge-Creating Company. " The article we are currently dis

"If you want things to happen - make them happen" (Diogenes) One of the major challenges in writing technical specifications is their...