A new way of working at The Edge, the world’s smartest (and greenest) building

the_edge-gallery04

Last Tuesday I spent the afternoon at the world’s smartest and greenest building as the guest of Miriam Tops of Deloitte and Erik Ubels of OVG Real Estate (and formerly CIO of Deloitte).

Imagine arriving at your place of work and being directed to an area or office suitable for that day’s work; where the lighting and heating adjust automatically to suit your preferences; where the coffee you like is dispensed from one of the best coffee machines available; and where if you need anything a concierge service is on hand to get it for you.

That’s the start of a day in the life of a knowledge worker at Deloitte Amsterdam.

The Edge is a contemporary new building located in an emerging business district close to Schipol Airport, the motorway and railway, yet a 15 minute drive to the centre of the city. It is home to 2,700 workers with desks allocated on arrival each day to accommodate approximately 50% reflecting changing work patterns.

a fusion of Data Analytics and great contemporary design

Conceived by the largest real estate technology company in Holland OVG it is an astonishing example of how to use natural light, the sun, the earth and other natural materials to power a building, provide a sustainable infrastructure while creating an innovative environment in which to work. A helicopter view of the roof would reveal little expensive equipment apart from solar panelling which is also built into the external facade.

The EdgeIt is the forerunner of many such buildings and OVG are not resting on their laurels. Erik and his colleagues have far reaching plans to change the way buildings and those who inhabit them work.

IMG_5877_1024

The ‘smarts’ lie in the way data analytics sourced in part from the lighting and delivered by a smart app are used to stimulate a new way of working.  These were developed by the project team which Erik headed and which drew up countless simulations of working practices based on a set of personae.

The Knowledge Management component is interesting. Erik and Miriam (who heads Deloitte’s Dutch KM activity) were part of a Knowledge Council which also included Talent / People Management (HR), Facilities Management and various other practice groups.  The council’s input was valuable in determining how the building might be used,

Deloitte RobotThe building never sleeps: at night a robot patrols the ground floor obviating the need for on site security and maintenance.

 

Return on Investment

Innovation comes at a cost. Many of the components were more expensive but will deliver a payback. Already the company has seen:

  • Lower energy and service costs due to investment in climate ceilings and new sustainable technology (LoE)
  • Acquisition of new business (clients love the building and all it says about Deloitte)

I am sure there are many ‘hidden’ benefits around productivity, staff acquisition, engagement and retention which are not in the public domain but integral to making the building such a success.

and finally

If anyone is looking for a great example of the idea of ‘Orchestrated Serendipity’ The Edge is the building to go see. Don’t just take my word for it, take a look at great (shortish) videos shot by Bloomberg and CNN Tech and an excellent piece by the BBC’s Technology Team.

A huge thanks then to Miriam, Erik and Andrea Stevenson who heads Deloitte’s Global Outreach KM team and who connected me to Miriam.

 

 

Managing networks and Working Out Loud: Collaboration and Knowledge Matchmaking skills

The world is shrinking. At any given moment I know where many of my friends and colleagues are. Technological footprints are heavy and long lasting.

This week for example I see that Arthur Shelley is in Moscow with Ron Young at KM Russia, Donald Clark is in Belfast picking up an award, Phil Hill is getting fit (ter) in Thailand, Patrick Lambe is having breakfast in Lisboa. Gregga Baxter and his wife are supporters of WaterHealth in India.

Through cultivating personal networks I also know what’s happening this week in Khartoum, Tehran, Dubai and Harare. To many that may seem frivolous information; to others (including me) its valuable and if I don’t know then I know a man (or woman) who can. Let me illustrate the issue with a true story.

the art of network management

Many years ago I was charged with setting up the forerunner of a Knowledge Management function for a financial services business in the City of London. It struck me how badly senior officials shared diaries let alone knowledge about clients.

One day I was in the office of the Treasurer of the national oil company of a prosperous Middle East country. As I was about to leave he asked me to stay for the next meeting.

In came four suited bankers. My client took the lead introducing himself and me (as his Advisor). He then asked each one to introduce themselves. And to everyone’s surprise they were from different offices and areas of the same institution. They had all flown down on separate planes to see the same client.

The Treasurer said his diary was open to meetings with the institution but not multiple visits. They lost face not to mention the cost of the travel and opportunity cost.

So knowing what I did I came back to London and, with the support of the CEO, developed and introduced Visit Information Centre (VIC) which showed all visits to our organisation and all meetings outside of it.  Embedded in the day to day workflow the aim was to maximise the valuable time our organisation spent with a client and make sure those in any meeting were briefed on the latest activity. Today this is or should be standard practice; then it involved a shift in mindset.

So fast forward to 12th December 16; its 2pm and I am having an exchange on Facebook with Patrick Lambe about Lisboa where he is spending a week. Concurrently I see that Ana Neves (founder and organisor of SocialNow and “Mrs KM” in Portugal) is online on Skype. I know Ana lives a mere 15 minutes train ride from where Patrick is spending the afternoon. I also know both of them well and believe they would benefit from meeting each other.

Using Messenger I hook them both up and they meet later that afternoon to discuss inter alia an idea I thought both might profit from.

meeting-by-the-tejo

Tea by the Tejo

I coined the phrase “Orchestrated Serendipity” to describe occurences such as this. I have also used the term “making correlations between seemingly unrelated pieces of information”.

In this example I have nothing potential to gain other than knowing that two people I like and respect are now acquainted so my network grows stronger.

Here’s an example of how one thing can lead to another.

an example of ‘Working out Loud’

A few weeks back out of the blue Martin White of Intranet Focus shared a draft white paper on Digital Workplace Governance with myself, James Robertson, Jane McConnell, Sam Marshall and a couple of others. His invitation, which left it up to us as to how we might respond, read:

Colleagues
The attachment is me working out loud on digital workplace governance on a Friday afternoon
Regards
Martin

Our approaches were different. Some came back immediately. Others took their time. Some used comments in Word, others rewrote paragraphs. As Martin said, “the responses always challenge your own thinking.”

I am sure John Stepper (who is widely credited with kicking off the Working out Loud movement) and Ana Silva who is a great proponent of it would be enthused.

Knowledge Matchmaking?

These two exchanges got me thinking about the way I work, the organisations I’ve worked for, the clients I’ve worked with and the networks I am involved in. I have never acted as an introductions broker seeking reward so do organisations and people see value in it?

Previously as a Senior Manager charged with developing new business, my ability to match a need with a solution was prized and rewarded even though the correlation was opaque to my bosses. More often than not the intuition paid off. But does the same apply today in a Knowledge Management environment where logarithms and Artificial Intelligence are making the correlations I used to make?

Perhaps more importantly do people in Knowledge Management have the time, the confidence and the knowledge of the business to be able to put forward ideas and broker connections?

If they do then here’s a few tips:

  1. You have to be in it to win it: if you sit on the sidelines this will never happen.
  2. Be willing to take a risk: yes you might fall flat on your face! But experience tells me that if you go the extra mile people will come back for more.
  3. Be willing to do this without expectation of reward: it’s always difficult to measure the impact in a world of KPI’s. You have to play a long game but be willing to cut if you feel you are being taken for a ride.
  4. Be willing to acknowledge the contribution of others: from personal experience I’ve found there is nothing worse than someone taking what you’ve suggested and packaging it without attribution. A photo is a great way of saying thank you!
  5. Build trust so people are willing to confide in you and trust your judgement: unless you are willing to find out about people and what they do you will never be able to make these connections.
  6. Be clear about why you are making the introduction or sharing Knowledge: I used to be in the cc camp that so many inhabit believing that by informing everyone I was covering all bases. People are too busy and ignore ‘junk mail’.
  7. Develop your internal filtering mechanism: you have to know your business and identify who is going to be a taker vs. a reciprocator.
  8. Respect the contribution people make if you ask for advice: whatever you get back from people is important. They have committed scarce time and each time you ask for a response you are drawing on your reserve of credibility.
  9. Develop a skin as thick as a Rhino: you will be disappointed when others don’t follow your lead and use the contacts or information without acknowledgement. And remember 90% of people online are lurkers so will not go public with their thanks.

And finally

To prove that this is a reciprocal situation. In August I attended an Improvisation event in Oxford. It wasn’t on my radar but Nancy White had posted a comment about it so based on her recommendation I decided to attend: As a Quid pro Quo I wrote up my experiences for the greater KM4Dev community.

If you want good reading on collaboration, Martin and Luis Suarez have been exchanging comments on a fascinating blog post from Luis: “Stop blaming the tools when collaboration fails”.

Future of the Internet and Legal KIM in an artificial world

Yesterday was interesting. I was in the cloud metaphorically speaking.

future of the Internet

our-internet-panel-at-

From left: Patricia Lewis, Carl Bildt, Dame Wendy Hall, Michael Chertof, Sir David Omand

It started at Chatham House and a fascinating discussion held “on the record” on the future role of the Internet (“the most important infrastructure in the world”) prompted by a report from a very well qualifiied group of 28 experts led by former Swedish Prime Minister Carl Bildt.

This quote from their report targeted at public policy makers caught my eye:

The Internet has connected more than three billion people in just a few decades, however, over half of the world’s population remains off-line. If the rest of humanity is not given the opportunity to come online, digital and physical divides both within and between societies will widen, locking some into a permanent cycle of exclusion from an increasingly digital global economy.

Countries cannot hope to compete in the global marketplace of ideas if their business communities and broader populations are not online.

One Internet can be found here. Distributed under a creative commons licence Its worth a read. A few of my many takeaways from yesterday’s event:

  • Internet is in danger of becoming the ‘splinternet’ as governments seek to improve cybersecurity and restrict who can access what
  • Cybersecurity wears many hats. In totalitarian regimes it means controlling access to what is considered ‘destabilising’ and salacious material not merely espionage
  • False news is on the rise underpinned by the self reinforcing bias of Social Media sites (more on this later)
  • The role of educators is vital to equip tomorrow’s workforce to be digitally literate (see Arab Times article by Dana Winner for more on initiatives in Kuwait)
  • “Its the end of the industrial age and the beginning of the digital age” and “we are coming to the point of contraction” (Quotes from Dame Wendy Hall)

2017 Legal KM Objectives

This very nicely set up the afternoon’s video session at Ark Group ahead of the forthcoming KM Legal Europe Conference in Amsterdam.  I was asked half a dozen questions. Here I will focus on:

What do you think are the key challenges facing knowledge managers in law firms specifically right now?

To answer this I approached two dozen practitioners and thought leaders in Legal KM last Thursday. I used LinkedIn for some and a personal direct email for others. I received 14 responses within a day a response rate for which I am extremely grateful.

Here is a truncated snapshot of the responses (my groupings) with anonymity preserved:

Cultural & Organisational Measurement & Regulatory Process & Innovation Tools & Techniques
New roles needed: business and data analysts and legal project managers. Getting good enough metrics to convince lawyers that it is worth spending time and money on KM

 

Building knowledge into business processes by automating workflows using lightweight new technologies such as HighQ Artificial Intelligence for law firms (as we are not a magic circle firm so we could not invest millions in this)

 

Essential Collaboration between Knowledge, IT and procurement teams Court Proceedings are ‘going digital’ as of the beginning of February. That’s a big challenge! We have to get our dms, our processes and our technical infrastructure ready Increasing client pressures to redact documents or not to share documents in KH is putting pressure on open KH systems AI tools that can mine unstructured content for insight – is it the death of the document?
How to maintain lateral and peripheral vision towards the business goals, where their area of practice fits in to the greater perspective at hand. What can be done daily, weekly, monthly, to take time to do this, when their entire perspective is tied to billing in 6 minute increments, tied to AFA agreements built on efficiency and transparency geared towards the client and their practice area billing requirements? Measuring ROI on client relationship development activities – i.e. not winning new clients, but deepening existing relationships

Getting engagement from fee earners as they struggle to meet their chargeable targets

 

How can knowledge (in widest sense) help firms deliver on the more for less agenda, both internally and to clients?

Preserving client-lawyer face-time, trust and intimacy in a time of online communication

How to better share knowledge with our clients (meaning the clients of the firm)?

 

Understanding how to harness the power of AI in the business:

– to what / where is it best applied?

– is there a first mover advantage or should we wait, learn from innovators’ mistakes and leapfrog with v2.0?

Platforms for commodity work, Artificial Intelligence in all its form, Block chain, Big Data. It is hard to keep up and very unpredictable what it will bring and how it will change the legal business

Move from paper sources and library towards a digital Knowledge Centre, while trying to cope with the increasing information overload. Disruption of legal services

Horizon scanning for us and for our clients.

 

Untangling the appalling hype and confusion about AI

A few stood out (some strategic, some operational): act or wait (in relation to AI); responding to a change in regulation; creating a Digital Knowledge Centre (will AI make that obsolete?); and how to resolve the difficult challenge of preserving client-lawyer relationship when technology makes advice more of a commodity.

future of Legal Knowledge and Information Management in an artificial world

You will note how often AI comes up in the 2017 objectives. This is the question I was asked:

Everyone is talking about artificial intelligence (AI) in the legal sector right now. How do you think AI can really boost efforts to better manage knowledge within a firm?

Many books have already been written on this topic and thousands of articles. Its the new nirvana. Even though AI has the potential to lower barriers to entry have we been there before? Not according to Professor Mohanbir Sawhney in an excellent article in  September’s Harvard Business Review entitled Putting Products into Services he argues:

…By leveraging the power of algorithm-driven automation and data analytics to “productize” aspects of their work, a number of innovative firms are finding that, like Google and Adobe, they can increase margins as they grow, while giving clients better service at prices that competitors can’t match. Productivity rises, efficiencies increase, and nonlinear scale becomes feasible as productized services take over high-volume tasks and aid judgment-driven processes. That frees up well-paid professionals to focus on jobs that require more sophistication—and generate greater value for the company.

I see this as being an evolution rather than a revolution. We are at stage 3:

  1. Stage 1 Search: Making documents, images and audio/video available and tagged
  2. Stage 2 Review & Connect: Analysing and summarising documents, images and audio/video and pushing to relevant people. Identifying patterns and making connections.
  3. Stage 3 Predict & Facilitate: Using the raft of data, information and accumulated knowledge to predict what the likely outcome of an event or series of events might be and to then help facilitate those outcomes.

If you accept that 80% of a company’s data is unstructured there is ample scope. So what options do firms have?

  • Partner
  • Build
  • Buy (or rent)
city-road

Two of the new buildings in City Road, London

Some of the biggest firms have already moved forward: Dentons has gone down the partner route investing in Next Law Labs and acting as a test bed for their ideas; Pinsent Masons have opted to build their own, a do it yourself AI called TermFrame; Linklaters signed up to buy/rent from RAVN and in a really interesting move Cotswold Barristers have become ‘barristers direct’ marketing their fixed fee services to potential claimants.

What’s interesting is how well represented the UK is in the AI field and how many of the emerging businesses can be found around City Road in Tech City, London.

Yet despite the hype AI has a chequered recent history:

  • Both the US Presidential Elections and Brexit Referendum were called the wrong way
  • The challenge of the self reinforcing bias is not met which makes outcomes susceptible to false news and accentuates the Prism Effect
  • Humans are still needed for interpretation, managing of networks and facilitation of outcomes.

and finally

I am going to draw on two quotes from the respondents (both highly visible and respected Legal Professionals who find themselves in roles that have KM components):

AI and automation models if put in place successfully would augment the journalists*, augment the attorneys, make them more successful for themselves, the client, and the business.

*This was in reference to a John Oliver sketch on US TV about the impact AI is having on journalism. See Chicago Tribune summary here.

The rise of newer forms of technology is challenging the way codified knowledge is managed leading to the need for KM professionals to work with new types of colleagues such as business process improvement specialists and AI providers.

If you want more, I suspect one of the topics for discussion in the Open Space Peer Assist session I will be running at KM Legal Europe will be on the impact of AI. There’s still time to register for that event and I’m sure Ark will put online the video interview I conducted yesterday.

Stop Press:

Today DeepMinds and Royal Free Hospital’s App is launched. It is a great example of how data can be analysed and outcomes presented to the clinician for recommended treatments. Substitute the Lawyer for the Clinician and it’s clear similar search, retrieval and analysis tools might be used in Legal.  See here for more.

References:

Thanks to Martin White (self styled ‘Virtual Librarian’) for these hugely helpful links:

http://www.abajournal.com/magazine/article/how_artificial_intelligence_is_transforming_the_legal_profession

https://artificiallawyer.com/

https://blogs.thomsonreuters.com/answerson/artificial-intelligence-legal-practice/

AI & The Business of Law III: The Rise of Administrative Automation

http://www.pwc.co.uk/industries/business-services/law-firms/survey.html

Also to Exponential Investor who provided this interesting interview transcript as part of its investor service:

They know what you’re going to buy…

 

Practicing what you preach: when search is not enough for a Knowledge Base

Working independently you often have to solve complicated IT issues rather than calling the IT Help Desk as I did for 25 years when I worked in the City of London. 
A few years back resolving technical IT issues was nigh on impossible without retaining expensive external help. Today with networks, online search and a friendly local services business, its doable albeit time consuming. It does though allow you to experience the trials and tribulations associated with establishing and maintaining an effective Knowledge Base.

The context:

A decade ago I converted from being a PC user to a Mac user.  While I loved the order and structure of Windows Explorer navigation I found that Apple had cracked the user interface and synergy of devices. And it seemed to be less prone to Trojan Viruses.
So once Office for Mac appeared and I could use the tools most clients are familiar with I went the whole hog and over the next few years acquired a MacBook Pro, iMac and iPhone all of which sync seamlessly and have been fairly robust (up until now).
Having a deep distrust of relying purely on search it took me a while to create a navigational structure akin to Microsoft’s Explorer using Apple’s Finder tool but I got there mimicking what I had before on a PC.
Like many I used the folder structure in my Mail server to catalogue and group correspondence.  Mail was configured to mirror the file navigational structure so I thought I was ready for most eventualities..
Evernote and DropBox are the collaboration tools I use for current projects and where everything associated with them is stored. iCloud holds the most important historical contact data, Keychain the passwords and Time Machine which I back up to an external Hard Drive is the safety net for the Knowledge Base I’ve acquired over the past 20 years.

The issue:

A month ago my iMac’s Finder stopped working which meant I had to rely solely on Apple’s search tool Spotlight to find stuff on my Knowledge Base.  Despite a trawl thru various technological sites for a fix no one seemed to know how to get Finder working. Within a day I realised how dependent i’d become on ‘assisted search’

The advice:

Back up the iMac using Time Machine. Wipe it clean. Install the latest operating system (El Capitan) Export all material from the Time Machine back up but create a new profile rather than use the same profile. Should prevent the Finder problem being exported!!!!! All sounded good until I tried to export the data from Time Machine.

The subsidiary Issue:

I created a new profile on the iMac and was able to import most of the data but the majority of files can only be accessed thru my previous user profile which had different permissions. And Time Machine hides Mail folders (doesn’t show in Users>Name>Library>). So I couldn’t export the mailboxes as I’d originally intended to.

I felt I was spiralling down into the depths of uncertainty.

The final solution:

Find another machine, reinstall from Time Machine in my former profile and then save all the data (email/files/photos/videos) to an external hard drive. 

Sounded simple. In practice it wasn’t.
I had to borrow an iMac from the very supportive Fermin Ayucar at BeValued, recreate my system on that, save that using Time Machine to a hard drive and then wipe clear my own machine again before using the ‘new’ system to reinstall all of my Knowledge Base on my iMac.

And finally:

The sense of satisfaction when you ‘crack it’ and manage to rebuild a machine is immense. The sense of frustration though in not being able to locate stuff you know is saved is enormous and reflects what many people find.
 
It reinforces the piece I wrote a few month’s back on the need for assisted search and tags which contained this prophetic quote from my good friend Martin White of Intranet Focus who said:
 
If you can’t find information, then in effect it does not exist. Your search application may return 85,340 results for a query, but if the most relevant information was not indexed, or your security permissions inadvertently prevented the information from being displayed — can you trust your search application?
 
Fortunately the reinstall workaround was successful and all machines are backed and functioning. If you want more please contact me and I’d be happy to talk you thru it.

CILIP’s KM quandary in Brighton

This was my first Chartered Institute of Library & Information Professionals (CILIP) annual conference though I’d previously chaired events for them on outsourcing and participated in discussions on CILIP’s future direction.  Vice Chair Karen McFarlane, a fellow BSI KM Standards Committee member asked me to speak to the Managing Information stream which for the 3rd consecutive year featured ‘leading KIM practitioners and commentators’. After speeches and masterclasses in 2016 in Amsterdam, Lisbon and London, Brighton was a nice and close change.

My first impressions on arriving at The Dome Brighton were: the size (600+ delegates); the slickness of the organisation (including the ‘hydration’ areas); and the lack of people (I counted less than 10%) with Knowledge in their title among the delegates. Cilip speechI wondered how many might turn up to mine and Andy Bent’s session in The Courtroom.

In the event the session chaired by Sandra Ward was full (I counted 100) with some familiar faces in the audience including Sian Tyrrell who, despite not having ‘knowledge’ in her title, is doing great KIM work at Royal Horticultural Society.

My last bog post Future role of the Knowledge Manager: The Knowledgeur? described what my 30 minute address would cover so I won’t dwell on that here.

poor communication = poor knowledge sharing

Following me was Andy Bent, Bolton Metropolitan Borough Council, who sparked a lot of interest with his case study of an unnamed organisation who’d fallen foul of Ofsted and received a damming report which included censure about how they shared knowledge and information in the back office and how that translated to poor decision making at board level.

Inevitably the remedy included better communication and engagement and greater ownership of the issue at board level by the appointment of an officer to ensure changes are made.

Screenshot 2016-07-19 10.57.26

Perhaps the most important observations Andy made were contained in this slide:

It made me recall the time when I was the Chairman of a business and gave my CEO explicit instructions to introduce a “no surprises’ regime. Each week I asked her to let me have a list of the key issues from the week and how they were resolved. If any were outstanding they became issues for board discussion.

Knowledge Management is dependent on good communication and engaged people. Andy’s presentation was a good reminder of how by getting it right you can turn bad news into good. The organisation in question subsequently got a great Ofsted report.

KM in a library & information environment

Does KM and KM’ers sit comfortably within CILIP? If so how is that recognised across the membership and in its charter? Is it a broad enough church to accommodate, Librarianship, Information Management and Knowledge Management or is it a case of oil and water?

Obviously the CILIP team think it all voices can be heard. The opening paragraph of the leaflet I was given before I presented said:

CILIP is committed to embracing KIM (Knowledge and Information Management) fully within its work. It is part of our challenging Action Plan 2016-2020, recently agreed following a major consultation exercise with CILIP members and other stakeholders.

And CILIP has just launched a new KIM Special Interest Group starting in 2017.

Is there a natural synergy? I can think of a number of very good KM professionals such as Sian who have a Library & Information grounding.  Indeed KM is very much dependent on good curation of knowledge assets and the maintenance of effective knowledge bases.

I struggle though to make the leap from Public Librarian, those that work in institutions that seem to be under permanent threat of closure and who are often a great community hub, to that of a Knowledge Manager (let alone that of a Chief Knowledge Officer) who is often solving a burning business issue or mitigating a business risk.

Certainly there is a difference in perception and financial reward.  Last year a prominent law firm made 2 C-Suite appointments noting:

The roles of Chief Knowledge Officer and Chief Information Officer are increasingly important to a global law firm’s success.

A quick glance at salary scales reveal that a Director of Knowledge Management will be remunerated in excess of £100k. A more junior Knowledge Management Officer is likely to be paid £60k+ and be expected to perform these tasks:

  • The Knowledge Management Officer is responsible for capturing, developing, sharing, and effectively using organisational knowledge. This role is fundamental to continuous improvement in sales excellence and bidding in order to drive an increase in the bidding success rate across …..
  • By storing and sharing information effectively (e.g. case studies, exemplar responses, previously developed value propositions) and through the production of best practice processes, templates, how to guides and checklists, the Knowledge Management Officer will help … to win work more efficiently by enabling those involved in bidding opportunities small or large to harness the experience of others.

Few of the KM jobs specify a requirement for academic qualifications in Knowledge Management but most Library roles ask for MSc in Library & Information Management and it is unlikely that the Head of Library & Information Services will be remunerated as handsomely as their KM counterparts.

Where the ‘rubber hits the road’, and the overlap between Libriaranship, Information Management and Knowledge Management is most obvious, is in the health sector. Interestingly there is a Chief Knowledge Officer of Public Health England whose remit is:

The Chief Knowledge Officer (CKO) is responsible for delivering an effective knowledge and intelligence service that covers research, statistics and know-how, to inform the practice of public health and public health improvement.

Knowledge for Healthcare can shape society, improve the wellbeing of people and save lives through the effective use of knowledge sharing which depends of the solid foundation that Library & Information Professionals bring. The use of checklists has transformed post operation mortality rates and F1 technology improved the monitoring of children’s recovery. Health informatics (and Open Data) are helping to improve global hygiene and reduce disease transmission.

accentuating the difference

The closing keynote from Lauren Smith took me by surprise.  Her tweet a good illustration of her key theme which was that Libraries (and Librarians) should be / are already political, providing a service for the good of the public.

Need to shift debate with stories and evidence to get public to see public libraries as institutions for social justice

Screenshot 2016-07-19 13.49.15

This tweet alongside from a delegate pretty much summed up what the audience heard.:

That is some way though from the mindset of the KM professional who (apart perhaps from Healthcare KM’ers) is focused on delivering business value to his / her organisation rather than providing a service for the good of mankind.

Therein lies the quandary and the challenge for peaceful and fruitful co-existence if CILIP”s future vision of being the natural Industry Body for Knowledge Management professionals as well as Librarians and Information Professionals is to be realised.

And finally

Contained in the ‘Surprises and Admiration’ Chapter of the forthcoming book I mentioned at the start we note:

… there is no recognized industry body promulgating KM setting universally agreed qualification or certification criteria that employers find acceptable for entry and advancement.

Instead global KM’ers are attracted to training programs run by private organizations in order to demonstrate knowledge through external certification. Experience is gained on the job and there have been few mentors or coaches to help a newbie KM’er take their first steps.

Engagement with the Government’s Knowledge and Information Management Group (GKIM) is to be welcomed as a first and critical step as I have long argued that Knowledge and Information Management are natural and synergistic bedfellows. Where better to start than with the Civil Service who have KIM as one of its Professions.

I wish CILIP well in their efforts to becoming the go to body for KIM’ers.