Geert Willems

Geert Willems

woensdag 23 juli 2014

The solution star to determine your knowledge management methodology, tools and techniques

Building knowledge management solutions for almost two decades now, the following star to determine the knowledge management methodology, tools and techniques seems to be quiet stable!

vrijdag 11 juli 2014

Het meest interessante boek de laatste jaren over kennismanagement in het nederlandstalige gebied is hier te koop - ook de e-book versie:

Het meest interessante boek de laatste jaren over kennismanagement in het nederlandstalige gebied is hier te koop - ook de e-book versie. 196 bladzijden met daarin de meest gebruikte strategische doelstellingen die door kennismanagement ondersteund kunnen worden, de praktische regels en richtlijnen die te gebruiken zijn om uw kennismanagementinitatieven te ondersteunen en wat we praktisch moeten onthouden en kunnen gebruiken uit de laatste 20 jaar kennismanagement theorie,

Boek 2: kennismanagementprojecten

Boek 2 klaar voor laatste review door uitgever ! 182 A4's over het projectmatig aanpakken van kennismanagement en een overzicht van meer dan 100 regelmatig gebruikte tools en technieken en hun analyse!

dinsdag 3 juni 2014

The suicidal definition of knowledge management

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I'm out for a number of days, but I could not resist handling this topic.

Last week I saw some anti-knowledge-management articles.
I love critism, since it makes people grow - when it is justified.

But when I saw an article: Enterprise 2.0 is not about knowledge management, leave the people alone, and good times will arise - something very wrong appears.
And it's also in combination with recent customer visits.

I tend to ask a customer why they invite me and what there vision on knowledge management is.

And most of the time the answer is: it is about extracting knowledge, putting this in an expert system, and reuse this knowledge.
Than it takes some will-power not to show my natural reaction. That would be:

When people blog, or give presentations on knowledge management, I really advise them to take a good look at the current status of the field of knowledge management, including,
handling complexity, starting from the personal knowledge sharing attitude and capabilities, enabling culture to share and create knowledge, taking into account life-span of knowledge, taking into account the set of solutions without using expert systems... because THAT's what Enterprise 2.0 and KM is all about today.

It seems that in other management areas, KM is still perceived as a strict, process dependent, inflexible solution... which is far from the truth!!

maandag 28 april 2014

The Must of a Balanced Knowledge Management: the wave I ride

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I've been working hard on a specific customer project ànd delivering 3 books on KM these weeks, so instead of active blogging I took the opportunity to watch the types of articles published and tweeds sent around the world. To analyse the hot topics, and the trends.

Topics and tweets on personal knowledge management and wether or not it's coming back. IT companies still pushing their 'KM solution'. A rare (but valuable) post on handling all four domains of the Cynefin complexity model, instead of preaching one solution.

And then it stroke me: there are still so many tendencies in KM.

It should be obvious by now we need a balanced KM.
KM where indeed all complexities are handeled in their specific way.
Personal knowledge ànd knowledge in networks. Externalised and networked and modelled where needed. Depending on the organisational knowledge maturity - even upto the personal knowledge maturity. Linked to processes on the level they have added value. Supported by the appropriate tools - and where the role of the tool is indeed supporting. Including nets, questionnaires, knowledge cafés, visual capturing techniques where required. Based on business cases proving value or risk analysis for our customers.

In a strategic way. Solving concrete needs.

...guess I just wrote again how I believe KM should be approach....

Just another opinion, one wave in the sea of opinions.

But this is the wave I ride !!

zaterdag 22 maart 2014

Countering politics and shortsightedness with communication and trust

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I really hate politics and shortsightedness.

Most of the time, as a consultant, the games played are very easy, transparant and do not have an influence in my work.

But sometimes I have to deal with it.

Typically when a person does not know my background, is a control freak with micro-management style, does not know the added value of knowledge management yet, and does not think wider then the minimal short-term output to be delivered.

If this happens it's for me the sign that need to spend more time to communication and need to build trust - in 80% of the times I can prevent this situation. Who said KM was about technology?

Building trust, communicate... a lot! Up-front!
Balanced with low hanging fruit.

I already talked a lot on culture, and on cultural analysis up-front - which in this case I did not do.
The project will be fine - even not delayed.

When implementing KM, the best way is not always from A to B.
You need to go via C sometimes, against your will, but for the sake of the greated good: keep smiling and waving ;-)

The value of guided failing in knowledge management

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Creative and passionate people, having a good set of brains do not tend to following other ideas and people without questions.

"yes but"
"my experience says"
"there is a shorter way"
"I used to do this in another way"
"I'd like to do it another way"
"Can't the software really do that?"
"What if"

These remarks are very useful. These are personal remarks. And as a part of change - human change - it's a good idea to have these questions answered.

Last week I went to a company, delivering 2 days of consultancy to check if a certain tool could support their knowledge sharing.

There were a few ways to do this exercise:

One way to prepare this meeting was:
investigating the information model that they already had,
investigating the features of the tool,
downloading it, installing it, testing it.
That way I could propose a solution. Knowing it won't be perfect with the preparation I had.

But I looked to solve the concrete problem which triggered them to hire me, discovered how to solve it but saw that plenty more were coming, and lot's of them I couldn't predict.

So I looked at the information model upfront, at the tool capabilities and I knew that these smart people, who wanting to set-up the environment themselves, so I decided to follow the strategy of guided failing, the day after...


So I went with a rather blank mind and a very simple strategy: let's sit together, pick a part to implement, and start implementing. The low hanging fruit was to defuse the problem had, and use the momentum to start implementing.

We worked in team for about five hours. I guided them through failures and successes, every idea they were enthusiastic about we implemented, or hit the bounderies of the tool.

And the result after those five hours were phenomenal:
- The most complex part of the information architecture was implemented in the tool
- The people who are using the tool:
    - did the implementation themselves
    - know why the way things is implemented
    - know the bounderies of the tools
    - know why the implementation is done the way it is
    - know all the failed ways of implementations and why

Instead of 2 days, we spent five hours.
And my customer was really happy, and more important, the knowledge of implementing their architecture really was internalised!

Compared with: presenting "this is your solution", this approach really proved his value!

And what's more - for me as a consultant - it was really fun to do!