I was approached recently by a former client to see if I would be willing to update a piece of work I was involved with a decade ago.
I was initially reticent as much of my last 5 years has been occupied setting up and running a business (Bees Homes Property Limited), co-authoring a couple of books (“Navigating the Minefield” and “KM Cookbook“) conducting global masterclasses as well as undertaking pro bono work (President CILIP and a founding member of Eastbourne’s “Cobra” Committee and BSI’s KM Standards Committee). Frankly, as we were also dealing with a family bereavement, the last thing I was interested in was another assignment.
And it came concurrent with another request for assistance but I was attracted by the learning opportunity of revisiting previous recommendations.
I’ve always been a proponent of “Give / Get” or “Paying it forward”. That, if you put yourself out for others and give without expectation of reward, people will remember when you need to ask of them. And so it proved.
I sent a note (via LinkedIn) to some of my network. Here’s what I said:
I’ve been reflecting on 30 years of “KM” experience as a precursor for a new piece of work. I’m asking friends and close connections these questions.
…would you mind taking a stab at answering them. Obviously your response would be treated in confidence.
I was hugely appreciative of the many and varied responses and offers to chat about them. While preserving confidentiality I am sure the global contributors (drawn from industrial engineering, pharma, defence, law, consulting) will allow me a few observations. This was the first question:
What’s the #1 business issue you’ve been addressing?
Data Governance. All parts of the business are impacted by a lack of enterprise wide, fully integrated data governance strategy, tools and behaviours.
Timely provision of reference projects as well as exchange of lessons learned in the project business to avoid mistakes.
Embedding LfE (Learning from experience) in projects meant a long detour to first define a projects approach to embed into (!)
The amount of time it takes to approve consumer-facing knowledge has been my biggest challenge.
Ability to accurately map current capability and knowledge in digital and information professionals or subsequently plan for future needs.
Knowing what each other is doing and what each other knows.
Dealing with hybrid work model. From KM side it is document automation.
In 2017 in “Navigating the Minefield” I wrote as a summary observation on the programmes we’d looked at, Operational KM to the fore, Strategic KM to the rear.
Interestingly, 5 years on, the majority of the above are focussed on “burning platform” issues, hence tactically driven rather than strategic.
The exception is driven by the founder who insists senior managers take ownership of content placed on their practice management system. They recognise that their core product is knowledge and needs to be findable and reused where applicable.
It’s a theme I am finding time and again as organisations attempt to answer:
Where do I find?
What did we do?
What if they leave?
How do we create and share new knowledge?
Communication is at the heart of effective KM. Presenting findings or seeking input to an idea is often about putting yourself in the shoes of the recipient.
The simple act of putting a “Draft” watermark on a document when circulating it for comment among seniors and peers will send a powerful signal about ‘working out loud’ and challenge existing hierarchichal ways of working.
I’ve found a visualisation to be worth a thousand words. Here’s six drivers I believe underpin many KM programmes. I’d be interested in the thoughts of others.
In case you are wondering about the relevance of the picture (of a road in the medieval town of Warkwick) it’s where I got the idea of this article from!
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.
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.”
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!
It’s almost 6 months since the first lockdown was imposed in the UK yet the media is awash with stories of second waves of infection and a failure to meet demand for testing. Add the continuing furore over the “oven ready deal” to leave the European Union the electorate was promised in Q4 last year and its clear that trust in our organs of state is being seriously eroded.
Is that relevant in a business context? I would argue yes. Business doesn’t operate in a vacuum. It is on the receiving end of policy decisions made by government, often having to interpret guidance that is unclear. ‘Thriving on ambiguity’ works in a diplomatic environment enabling many interpretations of a word or phrase and allowing all parties to present outcomes as beneficial to them.
Professor Geert Hofstede who conducted one of the most comprehensive studies of how values in the workplace are influenced by country culture notes:
British are comfortable in ambiguous situations – the term ‘muddling through’ is a very British way of expressing this. There are generally not too many rules in British society, but those that are there are adhered to (the most famous of which of course is the British love of queuing which has also to do with the values of fair play).
In work terms this results in planning that is not detail oriented – the end goal will be clear … but the detail of how we get there will be light and the actual process fluid and flexible to emerging and changing environment. Planning horizons will also be shorter.
It is not a sound approach to managing a crisis or meeting treaty obligations.
If guidance is not informed by the best knowledge and data, or deemed politically expedient to ignore it, frustration, chaos and a polarisation of society is the outcome.
Once trust gets eroded at the top of society, and professionals tasked with enacting the guidance are held accountable for the actions of their masters, there is a ripple effect on business (and life). How for example can NHS Trusts conduct effective After Action Reviews or Lessons Learned exercises if any admission of error may result in dismissal or court action?
And the behaviours people see in their leaders often reappear further down the chain.
What is becoming increasingly clear in the UK is:
There is a shift towards a hybrid model of home and hub working;
Many organisations are reshaping their workforce concurrent with the phasing out of furlough; and
Law firms and HR specialists are awash with requests to draft new contracts and assist with the laying off of workers.
What might you ask has this to do with Knowledge Management? Unfortunately a lot.
In the ISO 30401 KM Standard considerable attention is paid to the role leadership and culture plays in developing an effective Knowledge Management programme. Underpinning both is the need for trust: that what we are being told is the truth; that decisions are based on an assessment of all the facts; and that those tasked with coming up with solutiuons are not in some way tied to those who gave them the contract to do so.
Today, few organisations are equipped to handle the impact of the pandemic on their organisational knowledge and even less on the efficacy of their knowledge and search systems (“where do I find…?”).
My recent (restricted) travels resurrected my interest in the role country culture plays in how people (and organisations) respond in a crisis and how they collaborate (or don’t).
A month previously I’d been in Germany staying with a Dutch friend. I’d seen the Germans universally adhere to track & trace, to social distancing and the wearing of masks. My Dutch friend had described in some detail how her countrymen struggled at first but were ultimately respectful of others. In Portgual over some amazing bottles of wine, superb food and horse riding (sorry I just had to put the picture in) I’d asked family and friends of all ages and status to rank their government’s performance. Each came out at about 7/10.
The media in these countries has for the most part been broadly supportive and in most cases the prevailing feeling was one of trust. I didn’t get a sense of polarised societies. As I’ve lived and/or worked in all three I was intrigued.
German Values, Gezellig & Saudade
Perhaps most revealingly each country’s characteristics play out in the way they’ve responded:
…A direct and participative communication and meeting style is common, control is disliked and leadership is challenged to show expertise and best accepted when it’s based on it.
Communication is among the most direct in the world following the ideal to be “honest, even if it hurts” – and by this giving the counterpart a fair chance to learn from mistakes.’
Separate research revealed 5 core values most Germans aspire to:
Family, Order, Punctuality, Truthfullness and Attitude towards work.
.. keep the life/work balance and you make sure that all are included. An effective manager is supportive to his/her people, and decision making is achieved through involvement. Managers strive for consensus and people value equality, solidarity and quality in their working lives. Conflicts are resolved by compromise and negotiation and Dutch are known for their long discussions until consensus has been reached.
“… gezellig, does not have an English equivalent. Literally, it means cozy, quaint, or nice, but can also connote time spent with loved ones, seeing a friend after a long absence, or general togetherness.”
… a close long-term commitment to the member ‘group’, be that a family, extended family, or extended relationships. Loyalty in a collectivist culture is paramount, and over-rides most other societal rules and regulations. The society fosters strong relationships where everyone takes responsibility for fellow members of their group.
Echoing the Dutch example there is a word that sums up the national consciousness:
Saudade is a deep emotional state of nostalgic or profound melancholic longing for an absent something or someone that one cares for and/or loves. Moreover, it often carries a repressed knowledge that the object of longing might never be had again. It is the recollection of feelings, experiences, places, or events that once brought excitement, pleasure, and well-being, which now trigger the senses and make one experience the pain of separation from those joyous sensations. However it acknowledges that to long for the past would detract from the excitement you feel towards the future. Saudade describes both happy and sad at the same time, which is most closely translated to the English saying ‘bitter sweet’. Wikipedia
In Portugal unlike the UK 70% of professional staff are back at work. Everyone wears a mask when in public, hand sanitisers are everywhere, the mercado has a disinfectant machine to go thru before entering, there is a curfew on the sale of alcohol after 8pm, nightclubs are closed and police are seen enforcing the use of masks in supermarkets.
The government has recovered from a slow start, is seen as being transparent and The President who is widely admired leads the public. Statistics and data are trusted.
Back to Hofstede. Here’s what his team concluded about dealing with the British:
Critical to understanding the British is being able to ‘’read between the lines’.’ What is said is not always what is meant.
Remote working implications
Over the past few years I’ve run a number of Masterclasses on Managing Virtual Teams. What this period has reinforced is the need to think much more deeply about set up, composition and language especially since I will be runing a number of virtual events in the coming months. The first of these is on September 30th for KMSA .
What do I takeaway from my excursions and time helping my town to respond to the crisis:
Country culture is amplified in a crisis
Remote or virtual working exagerrates country culture
People need some form of social interaction to make virtual work
Virtual facilitation requires taking a step back to let the silence hang!
For the last 6 months I’ve been involved in my town (Eastbourne’s) response to the crisis. I encouraged the civic leaders to follow KM principles and for a time that was successful especially in the planning phase. All meetings have been held virtually and participants from Leader of the Council to Volunteer Heads adapted well to using Zoom and MS Teams.
The majority of the 110k residents would probably applaud the collaborative non partisan efforts. The homeless were housed, people rallied round making PPE, incidence of infection is among the lowest in the country despite it being a town dependent on tourism and a number of recovery initiatives originated from within the group.
And yet it’s been galling to witness the disconnect between the headline announcement and the article (guidelines) those charged with implementation are faced with!
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.
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.
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.
Iam 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.”
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.
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.
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.
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!!!!