Inside Knowledge Magazine, 11 (2), 2007

Editor’s letter
IT IS almost two years to the issue that I was appointed editor of Inside Knowledge and, in that time, I’ve learnt a great deal from a wide variety of very smart people – people in knowledge management are always keen to share what they know.


Enterprise 2.0 in action 
Environmental Resources Management one of the world’s leading providers of environmental consulting services, shares the nine month KM journey which culminated in the launch of its sharing portal Minerva.

How Web 2.0 shifts the paradigm 
Does Web 2.0 represent a sudden revolution in the fundamental proposition of the web or simply evolution of the capabilities of web technologies?

Customer centric content management 
Organisations create huge amounts of customer-facing content and are putting much time and effort into managing their customer relationships. Yet content remains locked in silos and does not provide maximum value to customers because it is not easily discoverable, lacks consistency from one silo to the next and is limited in terms of implementation and value.

Reading, understanding and trusting 30 year old information records – achievable or utopia? 
Digital information and digital work processes are increasingly used in order to cut costs and gain efficiency. It is, however, far from clear which processes should be put into place to keep digital records alive, reliable and trustworthy.

Future Centres – Be’er Sheva 
If you think a classical education was as simple as ‘reading, ’riting and ’rithmetic’, think again. In fact, thinking – teaching young people how to think and apply what they knew – was the ultimate goal of a classical education.

The knowledge – Richard Olivier 
Waiting for Richard Olivier to arrive for our interview, my eyes are drawn to the bookshelves that cover the length of the meeting room in his Fulham, west London office. Noting a few titles at random, I realise that this short list makes for a neat synopsis of his work and interests.


Book review – Leadership’s Greatest Secret 
FEW AMBITIOUS ‘leaders’ would be without, it seems, a copy of Sun Tzu’s The Art of War and Niccolo Machiavelli’s The Prince, as if the machinations of political leaders in feudal times carries vital lessons for the efficient management of IBM or General Electric (for example). And the management books that sell by the thousand, likewise, are ultimately all about that elusive concept of leadership.

Here I go again, getting personal. But I cannot think of another or better way to share the lessons learnt from the experiences I’ve had over this past year, and the impact this issue’s Be’er Sheva report has had on me and the Association of Knowledgework (AOK).

The Last Word 
In every office a good tidy greatly improves working efficiency – getting rid of stuff we don’t need and filing important documents, helps us work better and respond faster.

Thought Leader 
WHAT DOES an innovative environment look and feel like? To be more specific – which characteristics turn an ordinary organisational environment into one that enables innovation to flourish?

Spam – a lot 
I RECENTLY went to see a performance artist friend of mine that put on a show called, ‘Speech’. It was about communication and featured a very dramatic number called ‘Spam’.

The Gurteen perspective: Learn to share 
I GAVE a talk recently on knowledge sharing entitled the rather tongue-in-cheek, ‘How do you make people share their knowledge?’ as clearly you cannot ‘make’ people do this.

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