Enabling change: a manager’s choice (and a leader’s decision)


People don’t resist change. They resist being changed! – Peter Senge I’ve covered individual change on this blog though various writings (on the willingness or difficulty to change, recognising that the process of changing is slow, wanting others to change), but hardly done justice to the management side of change. And management has a lot to […]

What an unforgettable KM boss does


I am just coming back from Arusha, Tanzania where I was with a colleague who recently shared an article about what unforgettable bosses do. A very useful article, though quite general… …so a good opportunity to examine what an unforgettable KM boss does. Much of the rationale for bosses in general (in the linked article above) […]

Ripples of influence in a CoP, moving through the 90-9-1 rule


After seven years – the unavoidable and symbolic seven years – I have finally given up being a core group member of KM4Dev (Knowledge Management for Development), my favourite community of practice. But I haven’t given up getting involved, far from it. And because KM4Dev is one of the most fabulous examples of communities of practice, […]

Leaders, innovate please!


Enough! Enough ‘do what I say, not what I do’! Enough ‘we aspire to be a centre of excellence’ bla bla bla but we don’t put our heart and money to it! Enough old potions in new bottles! Enough 20th century management in 21st century networked leaders’ age! LEADERS, IT’S TIME TO INNOVATE! I realise starting […]

Harvesting insights (5) KM / Over rated or under the radar


Knowledge management, as a field, is no longer hyped. It has gone under the radar. As a practice, however, it keeps surviving and remains useful. But some of its past life is still lingering, pumping up absurd expectations among (knowledge) managers. So it’s time to review some of the over-rated expectations that people once (or […]