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Assessing Values in Online Technology. We’re finishing up the series today in part four with the data from the 90-day study where we racked up 450+ hours watching demos, asking questions, and working to understand the business model and technical approach of 110 companies. Assessing Values in Online Technology – Part 2.
In the summer of 2009 GM filed for bankruptcy. GM was brought down by a flawed strategy, but an organization’s strategy is clearly a product of the knowledge that exists within its walls. The knowledge existed within GM to develop a more competitive strategy. Why didn’t KM save General Motors?
This report provides an overview of an exploratory scientific, qualitative study conducted by the Defense Intelligence Agency’s (DIA) Knowledge Laboratory in April- June of 2009. Analysts, faced with a stream of data from a multitude of sources have the task of finding patterns in that data that will be useful to decision makers.
In this three part series I‘ve classified the evolving landscape of knowledgemanagement into three categories. The first category is Leveraging Explicit Knowledge and is about capturing documented knowledge and building it into a collection - connecting people to content. Leveraging Collective Knowledge.
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