We have been working in Knowledge Management(KM) since 1998.

Our Principal was fortunate to have been working for Ernst & Young - acknowledged as a world leader in KM for productivity gains and supporting innovation. Our Principal was also fortunate to have worked at IBM - another world leader in KM. These early experiences helped us establish the foundation of our KM capability.

Over the last 8 years, we have worked on many Knowledge Management projects for many organisations.. Comparing and contrasting KM in the private and public sectors, we have found that the area of creating and sustaining a KM culture is central to the success of KM projects and initiatives in organisations.

There is a absolutely huge, sometimes overwhelming body of knowledge on KM methodologies and practices and we have refined our capabilities by taking the best of what appears to have worked globally and adapting them to what we consider to be very unique New Zealand conditions - in particular in the public sector.

We have assisted and are able to contribute in the development of KM strategies, roadmaps, blueprints, reviews and plans. Managing KM projects, particularly those that are anchored in ushering in a culture change is a particular strength of ours. This is so because we are able to bring to bear deep subject matter knowledge, aqcuired through practice and past experience alongside standard project management practice.

Central to our philosophy and practice of KM is culture. We believe that unless a Knowledge Culture is embedded, it is quite difficult to realise the benefits of investments in KM technology investments. Embedding a KM culture requires making KM everyone's job - through the development and adoption of incentives and consequences.

Our "mantra" to address the quintessential question of "What is Knowledge?" in simple terms is: "Knowledge = Documents+Emails+Conversations". It is the last of these, which is most challenging to harness and explicate

Another area of KM that requires special consideration is the boundary between KM and Records Management (RM). We find that unless this boundary is clearly defned and understood pervasively across the organisation, the lack of clarity can become perhaps the biggest barrier to obtaining a return on KM investments.

This approach combined with our deep and current understanding of contemporary IT and IM solutions, including the role that Open Source, Social Computing and Web 2.0 technologies are playing to enable KM equips us to assist our clients in realising benefits from their KM investments.

Love to hear from you for a discussion on Knowledge Management and explore how we may be of service to you.

You can also read our opinion on various subjects including Knowledge Management here.

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