Inside Knowledge Magazine, 10 (2), 2006
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Editor’s letter
Can people’s minds be as flexible as the working patterns they are increasingly expected to adopt? How can staff adapt to organisational change when they have grown used to routine and, well, like working in the way that they always have done?…

Features

Masterclass: Business taxonomy, part one
Taxonomies can be powerful tools. But too often, their complexity defeats the users they are supposed to help. The business taxonomy offers a simpler alternative, argues Zach Wahl.

Case study: HSBC
Just as knowledge-capture projects make many members of staff feel valued (because such initiatives reflect the value that the organisation places upon their knowledge, skills and accumulated experience) so does the introduction of flexible working – if it is done correctly, for the right reasons and staff are adequately supported.

Case study – The British Council
The British Council deployed social network analysis to help managers understand how knowledge is shared in the organisation – and what they could do to make knowledge sharing more effective.

Cover story: Cadbury Schweppes
Cadbury Schweppes turned to KM and collaboration when it needed to improve team working following a series of mergers and acquisitions.

Book review: Return on learning
The Dilbert cartoon is, perhaps, over-quoted among management gurus. But there is one Dilbert strip that is almost universally applicable across the Anglo-Saxon corporate world.

Regulars

The knowledge: Ross Dawson
Collaboration is at the heart of the new economy – within organisations, across national boundaries and online, as well as face-to-face. Sandra Higgison talks to Ross Dawson about ‘connecting ideas and people at the edge of the future’.

The Gurteen Perspective: Personally speaking
A while back, a friend told me that she had forwarded my monthly knowledge letter to a number of colleagues and that several had commented that it was strange that I used the word ‘I’ a lot.

Thought leader: Middle men are in for a hard time
People who pass on messages, ideas or even products are being disintermediated by the web. Whether it is print media, record companies, or retailers – for significant numbers of people they increasingly don’t add value, argues Euan Semple.

Read the articles online.

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