Mathemagenic

Carol Tucker: No company is going to allocate dedicated resources to knowledge management unless there is a real rather than perceived need. To convince senior management and refractory Boards that there is a need, and that you have the answer, is a function of talking in their terms -- and that means lightening up on the jargon, folding it in with organizational development [strategic planning] and emphasizing the deliverables. Think of them as customers, or end users -- spouting off about ontology, learning organizations, conversing companies, narrative repositories and communities of practice makes their eyes glaze over, their ears close and their cognitive systems to shut down.

But start talking about how you can do what needs to be done more quickly, more effectively -- and you get their attention. To keep it, you have to show the value added. This is what I have been calling stealth KM.

Also in the recent destinationKM Communicator newsletter: Bridging Structured and Unstructured Data