About Paul Corney

@pauljcorney #KM4GOOD I help people and organisations to make better decisions that improve the way they work

Don’t “reinvent the flat tyre”

By the skin of our teeth

Phew! Having arrived in Lisbon on December 20th concurrent with the announcement that estrangeiros were being banned, my wife and I headed for the Covid-19 testing centre so we could spend Christmas and New Year looking after my poorly Mother in Law. Imagine our relief as we caught the last flight back to the UK (and a period of self isolation) on January 4th before the cancellation of all flights.

While there I’d prepared my first Presidential message to the 10k+ members of the Chartered Institute of Libraries & Information Professionals (CILIP). In it I’d set out a few objectives and I’m delighted to note that a couple are underway.

The first of my “Presidential Musings” is about to be published in CILIP’s flagship publication Information Professional. “To certify or not – the value of an ISO standard?” features a couple of highly respected senior managers who give their thoughts on how organisations might seek assessment against ISO 30401. Patricia Eng was an obvious choice, being the first globally accredited ISO KM Auditor and the former head of KM for a national regulatory body, as was Carol Aldridge, one of the few KM professionals I know of who has introduced ISO standards into her organisation. Carol’s summary comment is very apposite:

“Demand may come if and when organisations see this standard as a convenient means for evaluating suppliers’ KM performance as well as a framework for assessing their own.”

And the good news is that subscribers (CILIP members) can now view this via a downloadable app.

“Don’t know how to be poor”

A very busy month followed: 4 days of masterclasses, a couple of board meetings, numerous Zoom calls, a webinar on search, plus 2 Cobra meetings in my home town Eastbourne to discuss the ongoing pandemic.

From relative obscurity and a very low rate of Covid-19 cases per 100k Eastbourne entered the top 10 of most affected areas in the UK with an average of nearly 1k cases per 100k. Civic leaders and health professionals attributed it to:

  • An influx of day trippers driving to the South Downs National Park to meet friends
  • A large proportion of blue collar manual workers unable to work from home
  • An influx of homeless people from outside the borough being housed in local hotels

A campaign to change behaviours around the use of masks while shopping and fuelling the car is being put in place since 30% of cases were attributable to those activities.

Perhaps most worrying is the dramatic rise in demand from working class families seeking assistance to feed their children and too proud to visit food banks. As one of the volunteer group leaders put it, “they don’t know how to be poor” and need a lot of assistance and direction from volunteer groups to signpost them to the help that’s available.

The good news is our local vaccination programme is ahead of schedule (my 93 year old mother had the jab in December) and collaboration, between everyone involved in the supporting the local community, remains excellent.

Osmotic learning

One of my Zoom catch up chats was with the engaging Ian Rodwell of Linklaters. We talked about how in a virtual environment you might recreate the serendipitous encounters that are often the source of new ideas and connections. Ian is working on something he describes as “Scheduled randomness” – watch this space for more, and as Head of Client Knowledge & Learning his focus is on Osmotic Learning. “Lockdown Learning” and “Return to the Office Toolkit” are recent outputs.

Ian’s challenges are I imagine mirrored by many: how to maintain lockdown momentum, motivation and focus in a virtual environment; how to build on the extended reach that tools such as Zoom and Teams provide; and how to keep the contributions (top tips) coming from officers.

I heard similar concerns about keeping up momentum expressed in a subsequent conversation with another global Knowledge Manager. We talked about the difficulties of managing across continents and time zones, of maintaing peripheral vision while facilitating virtually and encouraging contributions from junior members of staff. She noted one downside of Teams is that it can create silos.

Being remotely human

Having introduced Dr Bonnie Cheuk to the members of CILIP’s K&IM SIG I wanted to be sure to attend the webinar she ran a few weeks back entiled: “Digital transformation, learning and development and knowledge management: is the line blurring“. I was glad I did.

Bonnie’s title is is Senior Business and Digital Transformation Leader, AstraZeneca. So much of what she does is around facilitation and creating an environment for knowledge sharing to occur. I had the pleasure of working with her and members of her team a couple of years ago during the transformation of the business and know how important a number of the initiatives she put in place were in accelarating changing ways of working. The unprecedented discovery and production of the AZ/Oxford Covid-19 vaccination is a great example of more agile working and effective use of tools such as “Pause & Reflect”, “Working out Loud” and “Paying it Forward”.

I was particulalry drawn to her example of creating a regular online hangout around the virtual global watercooler as an attempt to redefine learning and unlearning and create a human space in a remote environment. More on that in the future, below is a sneak preview!

Agile KM

While on the subject of Agile working, Chris Collison and I had the great pleasure of running a “behind the firewall” KM Cookbook Masterclass over a couple of days for the Agile Business Consortium’s senior leadership team and board. Using a combination of Zoom and Mural we used the KM Canvas to address issues that will arise as they develop their KM capacity.

What stood out to me, apart from how smart they all were, was the ease with which they navigated the canvas and how rapidly and candidly they were able to identify gaps and needs.

Professionalising KM

Much work has been going on in the health sector. Apart from Chris Collison and my masterclasses with Public Health England, Health Education England (HEE)’s Library & Knowledge Services, who have been doing an amazing job providing evidence based knowledge to front line workers, recently launched a five year strategic framework Knowledge for Healthcare Mobilising evidence; sharing knowledge; improving outcomes. Led by Sue Lacey Bryant, a CILIP Trustee and the 2018 winner of the Walford Award, it is very much at the core of a drive to professionalise Knowledge and Library Services across the health industry. Who can argue with this:

Knowledge and evidence are business critical because the quality of care, patient safety and service transformation is underpinned by informed decision-making.

In fact, HEE helped fund the enhancement and rewrite of CILIP’s Professional Skills and Knowledge Base (PKSB) which is due to be launched to the profession in Q2 this year. HEE use it as a core tool for helping to develop its professional staff. Mapped to ISO KM Standards 30401, it is a major development and goes a long way to providing a set of core competences against which to benchmark a knowledge professional’s development.

“In conversation with…”

l’ve begun the initiative of direct engagement with CILIP’s members I flagged in my presidential message. These chats have been both enjoyable and heartwarming; hearing the stories of people coping and thriving in a pandemic will hopefully inspire others. I will be summarising these conversations in my regular column in Information Professional.

And finally

Ahead of the recent round of Virtual Mezze Masterclasses we asked participants to imagine they were at dinner with a partner.

The responses from many KM ‘newbies’ were hugely insightful. Here’s a selection:

Knowledge Management is about leveraging information, knowledge, experience and connectivity, it can speed up processes and learning allowing you to start off on the best foot and be creative.

How to ensure that knowledge and experience of every individual in a community is shared in such a way that 1+1=3

Bringing together knowledge and evidence from across a range of sources and synthesising this to enable easy interpretation.

Knowledge management is really important to everyone because it helps us all to do our jobs and keep our organisation running. Imagine if there hadn’t been any guidance or procedures, when you first began your job. How would you know how to do it? Capturing the knowledge and experience of others that have come before is important for this. But equally important is that you know where to find it – even starting with knowing that it exists. So, having a structure and knowing how to use both the structure and the information is very important!

Without it I guess we’d keep re-inventing the wheel or the flat tyre. Time consuming!

This, from Aku Sorainen senior partner of one of the most successful European law firms, and a reviewer (a “restaurateur”) of The KM Cookbook, neatly sums up the value of KM to knowledge based institutions.

Prospering behind the firewall

It’s been a very hectic period since I returned (just in time before quarantine was reimposed) from Portugal. Since face to face communication is at a premium and Zoom / Team dominates working conversations I thought I’d reflect (#workingoutloud) on ‘stuff’.

KM Cookbook: Virtual Mezze Masterclasses

In the last few weeks, Chris Collison and I have run “behind the firewall” virtual masterclasses for the South African Knowledge Management Community (KMSA) and a prominent law firm. Well attended in each case they were held on Zoom / Mural and Teams / Miro. Both were exceptionally well received- no technical glitches to report – and the brekaout sessions around the KM Chef’s Canvas stimulated much discussion and “to do” lists.

The Walford Award & Presentation

In a couple of weeks time I will be giving the annual Walford keynote address to CILIP’s K&IM Community and presenting this year’s award to the hugely deserving Naomi Korn.

The 2019 event was followed by an enjoyable dinner with other award winners: 2020 is going to be held en famille. I like that the organisers have given me free reign to choose a topic the title of which will be: “Who needs knowledge professionals?” It’s not too late to sign up, see here.

The Knowledge Management Officer

A month ago Professor Eric Tsui asked me (and a number of others in the KM community) if I’d be willing to create a short video clip for his Hong Kong students about what it takes to be a Knowledge Management Officer. It made me reflect on how much or how little the role has changed since I first came across the term back in 1994.

To view the video see – https://flipgrid.com/s/w3WzgDTksB-qfLBx

Certifying the certifier: ISO KM Standards

My good friend and coauthor Patricia Eng has been hard at it these past few months preparing for the December launch of Dr Ron McKinley (previously Chair of the ISO Technical Committee that helped develop 30401) and her program for aspiring ISO KM Assessors.

The topic of who certifies the ISO KM assessor has generated much space on KM chat groups with claims and counter claims about who is and is not authorised to undertake an ISO KM Assessment against ISO 30401.

Patricia has always passionately advocated the separation of the consultant and auditor role. Of late there is a danger, with the slew of announcements from The Gulf claiming to be the first program to be certified, that the line is becoming increasingly blurred so the sooner she and Ron can begin accrediting would be assessors the better.

Ron’s Linkedin post ISO 30401 Certification Authority of a few weeks back is worth skimming through. I am looking forward to seeing them differentiate between and knowledge audit and a Km systems audit.

Cobra meetings and Kruger report

I continue to serve on my town’s ‘Cobra Committee’. Comprising Eastbourne’s civic leaders, business heads, health professionals, volunteer groups, enforcement officers, tourism chiefs and our MP, it meets virtually to ensure a coordinated response to issues presented by Covid-19 and that lessons get translated into policy responses.

It’s been tough for the local authorities to interpret guidelines from above while managing social cohesion and with half term holidays approaching the community is bracing itself powerless to prevent an influx of visitors from areas where the incidence of Covid cases per 100k is four times that of our town.

One of the topics I raised at this week’s meeting was the recent report “Levelling up our communities: proposals for a new social covenant“. Attempting to build on the community spirit that has emerged during the Coivd-19 pandemic, the report from Danny Kruger MP, sets out a vision for a more local, more human, less bureaucratic, less centralised society in which people are supported and empowered to play an active role in their neighbourhoods.

The importance of digital inclusion, digital literacy and collaborative public spaces, are topics that, as President Elect of CILIP, I care passionately about. Libraries Connected suggests:

“Libraries are at the heart of communities, reflecting and responding to local needs. They get more visits each year than any other cultural service, with a reach that extends right across income brackets, ages and ethnicities. They play an important role in promoting well-being and community cohesion by producing a range of cultural activities with their local communities, and providing many with access to vital online services.”

In 2013, when I was one of the founding trustees of the Zero Food Waste Charity Plan Zheroes seeking to redistribute edible surplus food to those who needed it, I hoped the issue of free meals during school holidays for those struggling to feed their family might be off the agenda by 2020. Alas it is not. Our MP Caroline Ansell showed her mettle this week, resigning her government post having voted with the opposition on the provision of school meals during the holidays.

The moral maze!

Interestingly and unrelated to the above, CILIP CEO Nick Poole tweeted this:

“When you strip it down, when you get right past politics and the law, the bedrock is morality. Each of us is at liberty to make a moral choice about how we treat the poorest and most vulnerable in our society. We ought to judge our politicians on the morality of their choices.”

To which I replied:

@NickPoole1 Eastbourne’s current MP @Caroline_Ansell made her moral choice yesterday and resigned from HMG. @StephenLloydEBN the previous MP resigned the LibDem whip a few years back, also over a matter of conscience. Must be the sea air!!!”

And he responded:

“Thanks Paul! I honestly think we should fete politicians who vote with their moral conscience to the rooftops – anyone who remains in Government is morally complicit in its actions.”

And finally

November is shaping up to be very busy. I was due to start it in Lisbon but the twin demands of work and threat of enforced quarantine on my return caused a postponement. Instead I’ve 5 speeches / events to run from the confines of my Home Office or that of Bees Homes Country Office and views to die for!

#Distributedworking is now becoming the norm. The housing market is awash with urban buyers looking for country idylls in which to combine home and work as a result of Covid and firms relocating and changing their working patterns. Here’s just one example from Reuters of 19th October:

Deloitte said Saturday it would close four of its 50 offices in the UK — but staff will remain at the big four firm on work-from-home contracts.

An updated report from thinktank New Financial notes 332 financial services firms have already moved jobs out of London because of Brexit, up from 60 last time they looked in March. It makes sobering reading but presents a huge opportunity for the agile, tenacious and knowledgeable professional.

As I will suggest in a forthcoming presentation awareness of the importance of the role of knowledge professionals is growing as firms struggle with knowledge loss due to downsizing, finding ‘stuff’ in opaque systems, collaborating effectively and facilitating virutal conversations.

It promises to be an interesting 3 months: the US Election; further global lockdowns; UK’s severing of ties with Europe; and yours truly taking on the role of CILIP President at a time of great change!

Professionalising KM: future proofing the KM role?

Monday, I joined Paul Byfield of European Bank for Reconstruction & Development (EBRD) to discuss the importance of standards and certification with 40 or so delegates at the first virtual ARK KM Summit facilitated by Nick Stone. I’d keynoted at an EBRD event that looked inter alia at the ISO KM standards and certification in November with Paul who is currently working to become one of the first to hold the accreditation, “Chartered Knowledge Manager”.

It’s a topic I feel passionately about having first looked at the “Evolving role of the Knowledge Manager” a decade ago, accepted an invitation in 2016 to become Knowledge & Information Management Ambassador for Chartered Institute for Libraries & Information Professionals (CILIP) and, as it positions itself to become a natural home for KM professionals, its President in 2021.

My presentation, “Professionalising KM” can be found here.

“Striving down the path to corporate legitimacy”

I’ve often used this phrase. For me it illustrates the progress being made positioning Knowledge Management as an accepted discipline in organisations. Similar horiztonal corporate functions have been through this ‘legitmisation’. Here’s two examples:

  • Personnel became Human Resources and then Talent Management. It’s industry body Chartered Institute of Personnel Development founded 1913 has become the ‘go to’ and CIPD’s qualifications are the recognised professional standard for HR and training specialists working across the UK’s public, private and charity sectors. How many businesses do you know without some form of HR function?
  • Marketing likewise has it’s own industry body Chartered Institute of Marketing (CIM) founded in 1911. It too has a career pathway for development based upon professional qualifications. Its not uncommon for the Cheif Marketing Officer to be one of the senior executive team and the role of Marketing (and Communications) to be a core corporate function.

Knowledge Management is a much newer discipline of less than 30 years and misunderstood by many.  The arrival of the ISO KM Standards 30401 was a significant milestone even if adoption is going to take time and the introduction of a globally recognised (and independent) benchmark of a person’s competence is potentially another.

Where I believe CILIP which was established in 2002 (evolving from the Library Association which dates back to 1877) have got it right is through the mapping of their Professional Knowledge & Skills Base (PKSB) to ISO 30401. Led by Karen Macfarlane formerly CILIP Chair and Head of KIM Profession (HMG Civil Service) with contributions from such KM luminaries as Patrick Lambe, it has already been adopted by a number of significant institutions such as NHS’s Health Education England for their career pathway and vocational skills development.

KM post Coivd-19

Having given a few virtual presentations in May and seen at first hand the impact a KM approach can make in a crisis situation I was interested to see how the KM community is coping and moreover how secure KM professionals feel in their roles.

At the end of Paul and my presentation we posed three questions:

  • Will you consider being assessed against the ISO KM standards?
    • Yes = 60%, No =25%, Not relevant = 15%
  • Do you think Knowledge Chartership / Fellowship will be valuable to you?
    • Yes = 80%, No = 10%, Not relevant = 10%
  • How unsure are you of your role, post lockdown?
    • Very = 5%, A little = 55%, Not at all = 45%

In discussion both he and I felt the lack of uncertainty was a positive. I wondered aloud whether 5 years ago pre standards and certification we would have got the same response to question 3. I firmly believe that people (and organisations) gravitate towards the type of order and structure that standards and certification bring.

And finally

At the end of a lively session and many good questions, it was good to hear from Paul how cathartic the process of self reflection that goes with assembling a portfolio for submission for chartership has proved for him.

 

 

Anniversaries, reflections and the importance of why: in Bruxelles, Eastbourne & Khartoum!

Reflections, space and sabbaticals beside the sea in Eastbourne

I do some of my best thinking on my daily ‘walk to work’. It’s a ritual I’ve followed from my early days as a commuter and I’ve found that, no matter what I am working on (or where), this reflection time is vital. I’m fortunate; I live close to the sea (in Eastbourne & LIsbon) and today as the tide was going out the scent of moss on rocks and seaweed filled the air.

As seen on my  Feburary 13th ‘Walk to work’

It was a special moment and for some reason triggered a recollection of the scent of Bakhoor (wood chips soaked in fragrance oils) I was to discover on my first business trip to Jeddah 40 years ago. Then, as Business Class did not exist, I travelled in First on a Lockheed Tristar 1011 that landed at the old Jeddah airport close to the centre of the city. It was August and blisteringly hot just before the Hajj so the airport was full of people all in white arriving for their once in a lifetime pilgramage to Mecca.

I digress. As if by divine intervention who should appear as the sun made an appearance through the clouds but the Rev Giles Carpenter, Vicar of St John’s Eastbourne who was out for his morning constitutional with his dogs. Giles, a family friend, has a quiet yet persuasive manner. He has built a vibrant church community based on actions not words. His is a 24×7 role and interestingly his employer recognises the importance of a time out / reflection period. Giles is off on a sabbatical having just completed the 5 year mission of the church which has been a collaborative not top down process similar in style to many KM programmes.

Inside the EU in Bruxelles

Fast forward 40 years and I’m in Bruxelles with Chris Collison working with the Knowledge Management Community in the European Union. We are here, at the invitation of Marie-Veronique Lecomte, to run a Masterclass, on the ISO 30401 KM Standards as viewed through the lens of the KM Cookbook, then host a clinic on KM issues they are facing.  It’s been many years since I was here on Communities of Practice with Richard McDermott and though I’ve been to the city a a few times since its my first excursion via Eurostar from Ebbsfleet Int.

The event is extremely well attended (50+) and begins well with many favourable and welcome comments on the KM Cookbook. Throughout the day the group are enthusiastic and energetic. The stories we share from the book are particularly well received and relevant. Unsurprisingly, when we get to the KM Canvas and they start to work on some of the questions, what emerges is a community at different stages of evolution facing the familar challenge wherein KM strives to have a commonly understood identity and purpose.

Having followed the technology route using Yammer and Teams as a way of encouraging collaboration WHY KM I find myself asking? What problem is KM the solutiion for and how (if at all) does it map back to the strategic direction of the European Commission?

Like the International Olympic Committee (IoC), the European Commission faces a significant challenge to transfer and make use of knowledge: from consultants who come and go; from new and departing staff; and from relocating staff.  How does it build on what it knows especially in Directorates such as Joint Research Centre (JRC)?

So if that’s a ‘Why’ then, taking a deeper dive into the How, locating expertise across such a diverse organisation is a huge issue. I think back to a Masterclass Martin White and I held on Expertise Discovery 2 years ago. Ahead of that we ran a survey to see how prepared organisations are to tackle the challenge of locating and utilising expertise. Here’s an extract that illustrates a few of the areas that JRC might need to address if it goes down the technology route:

In reality probably 10% of employees leave each year and are replaced by a similar number of new employees. Your organisation will have taken a lot of care in selecting these new employees on the basis of the expertise and experience they will bring with them.

One of the surprising outcomes of the survey is that little attention seems to be paid to bringing this expertise to the attention of people who might need it or who relied on the employee who has now left. The newcomer will (hopefully) be asked to create a profile but remember that the expertise system has been tracking documents have been written and other contributions that have been made by the person they have replaced for perhaps several years. How long do you think it will be until  the system presents the expertise of the new employee as at least equivalent to their predecessor? A month, six months, a year? Until this point in time the investment in the employee in terms of their expertise will be minimal other than to their immediate colleagues.

The expert who has left will leave a trail of knowledge behind but they will not appear on the list of employees or on the email directory. Even in small organisations it can take time for the disappearance of the expert to be common knowledge. Will people searching for expertise and find a name as a result of a document the expert wrote, a network they were part of, or a corporate presentation they gave, be directed to their replacement? This of course assumes that there is someone taking over a role and having the same expertise. Or will the search turn up the expertise equivalent of a 404 error? Managing this situation is not easy and in our experience there is often a difference of opinion as to whether it is the responsibility of HR, their business manager or IT as owners of the application.

Some of the EU’s ‘KM Chef’s’ with their certificates and hats

We all left with much to ponder on and a resurgent community keen to begin.

Knowledge Matchmaking in Khartoum

Concurrently I was ‘in’ Khartoum for the Sudanese Knowledge Society Symposium on Citizen Science. One of a series of events it was aimed at mobilising local knowledge on topics important for the development of a country undergoing significant political change.

I’d agreed with the organising committee that I would donate a KM Cookbook to the ‘project’ they deemed most worthy and I was delighted to see the list of contenders.

Unable to be there in person I did nevertheless record a piece to camera which I’m told was well received and I was delighted to learn that ‘Public Transportation’ was chosen.  I am hoping that the Transport for London Menu chapter of the book proves of use to them.

I owe thanks to Ana Neves and Ron Donaldson for their willingness to share their experience on mobilising citizen knowledge with Dr Gada Kadoda and the team in Sudan.

And finally

As President Elect I attend, but do not vote at, CILIP Board meetings and I attended my first in January. As a charitable organisation established by Royal Charter it is well placed to become a natural home for the Knowledge (and Information) Management Community. Over the coming months it will be unveiling an exciting programme of events and witnessing the first graduates of the KM Chartership Cohort.  This has gained a lot of support and generated much global interest: the latest enrollment was full in a day.

I remain on the Project Board overseeing the Chartership and Fellowship project and will be talking more on this in March at the KM Summit in London.

 

 

why networks (and meditation) matter in a virtual world

It’s been an effort getting back into the swing of things after a lovely Christmas spent in Cascais!  Maintaining a portfolio of activities as I have since 1999 requires a considerable amount of self motivation and a supportive network. So it was nice when ‘on cue’ a couple of my oldest friends / former colleagues (Martin, James and Victoria) got in touch to arrange catch up sessions and Tony Melendez of Saudi Aramco posted a picture (see below) of the 50 copies of The KM Cookbook his KM Team ordered for the management of the world’s largest oil company.

Importance of reflecting

Over the past few months I’ve been full on helping my fellow partners at Bees Homes LLP run our annual ‘Pride of Eastbourne’ campaign. It culminated in the donation of 5 hampers to deserving people/causes prior to Christmas. Apart from managing the logistics of the campaign and mobilising mayoral resource, there is also the media and a “pause & reflect” to run so that, following good KM practice, lessons are transferred back into process for the next campaign. Taking the time out to reflect on any campaign, event or project is essential irrespective of size and number of stakeholders.  Our session which included debriefing with the Chamber of Commerce yielded a number of learning’s that would not have surfaced if we’d have not met face to face. It enabled us to also reflect on why the campaign was a success. These were deemed critical success factors:

  • Clarity of roles / absence of hierarchy;
  • Clarity over timings / regular updates;
  • Willingness of everyone to pitch in; and
  • Clarity over budget.

And this is what the local paper (The Eastbourne Herald) printed:

 

President Elect (CILIP)

Some of you will be aware that on January 1st I was appointed President Elect of CILIP having been nominated by my good friend (former Chair and fellow BSI KM Standards Committee member) Karen Macfarlane. It took a few months to come to closure as for the first time I will be in a figurehead role devoid of executive authority.  Here’s why I said yes:

“In 2017 in ‘Navigating the Minefield: A Practical KM Companion’ I noted inter alia that to achieve corporate legitimacy, KM professionals would benefit from the introduction of a set of universal standards plus recognised practitioner led accreditation. I was pleased to have been a member of the BSI Committee that contributed to the development and publication of the ISO KM Standards 30401 and the CILIP project board overseeing the development of the Knowledge Management Chartership accreditation.  

I am delighted to be appointed as President Elect CILIP as it allows me to remain close to and promote the ongoing development of a global practitioner led KM Chartership and Fellowship while expanding CILIP’s global reach.”

Knowledge Matchmaking

My wife Ana was at a charity event recently where she bid for and won a morning’s session with someone ‘Calmer Self‘ who helps:

…busy, successful people who are struggling to find moments of calm in their day to day lives…

Ana gifted it to me so two weeks ago I spent a ‘morning on the couch’ much of it in a state of meditation. I found it insightful and thought provoking. Among a number of observations handed to me were:

…when you offer advice and help to others it’s ok to truly let it go and to know that it is ok for them to do what they want with what you have given them… that it is perfectly acceptable to protect yourself from people that take too much from you energetically.

This resonated in respect of my previous writings on Knowledge Matchmaking. Perhaps this is the missing #10 on my list?

KM Cookbook

Nick Poole CEO, CILIP  (who own the publisher Facet) told me a few weeks before Christmas that the book is now well on the way to being their best seller (in 4 months) which is great news. And that was before this bulk order from Saudi Aramco.

What’s been particularly pleasing are the reviews, the highly respected Portuguese KM’er Ana Neves said:

“The authors’ combined experience permeates every page: it is in the book’s concept and structure, in the useful artefacts they developed (like the KM Chef’s Canvas, for instance), and in the way they expertly led and made sense of the interviews to then compose the 16 core chapters of the book – the KM approaches taken by different organisations.”

My coauthors and I have been delighted too at the wilingness of people to send photos of their copy in some amazing venues to contribute to the ‘Chelfies’ Gallery.  How many of the faces do you recognise?

Forthcoming Q1 ‘Gigs’

My aim over the coming year is to build on the success of the KM Cookbook and specifically draw on the KM Canvas to help organisations review existing programmes, build a new one or prepare for a future KM Audit against ISO 30401.

Chris Collison and I are booked for an event at the EU soon and I will be helping the good folks at NetIKX at the end of January to consider: Virtual working and learning: is it working for you?

In March I will be running sessions at the annual KM Summit, a K&IM Professional Development Day and AGM (a CILIP event) plus addressing a group of award winning entrepreneurs in Brighton on the importance of Knowledge Management to SME’s.

And finally

2020 is here. I’d already mentally devoted the bulk of it to helping Bees Homes and Coastway Financial expand and take a step back from KM Consulting other than associated with KM Cookbook. A recent email from an organisation to me (among others) with a Request for a Proposal (RFP) convinced me of the veracity of the decision. Dated 19th December the email asked for a written response to be on the desk of the Procurement Team by mail on Sunday 22nd December.  And it gave 17th December as the last date for submission of questions of clarification. Having spoken to like minded people I trust I immediately contacted Procurement to ask if they’d had no luck with an earlier mailing to prospective consultants or whether this was a mistake.  I received no formal acknowledgement but I and others got an email within 4 hours saying:

“… received various requests for the extension from our potential bodies and the Consultant Selection Panel members for this assignment came to the consensus to provide the extension for the submission date…”

How can Knowledge Management possibly thrive in an environment where the conduct of an audit of work done is a ‘tick box’ exercise aimed at justifying spend?  Life’s too short!!!!