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2. What do you see as KM’s role in digital transformation?

Posted: Mon Jan 27, 2025 10:10 am
by tasmih1234
Bob Armacost: Three macro-trends are shaping KM’s action plans and potential for future business impact. First, the rise of the “Digital Workplace” – where all types of work are taking place in a connected, online environment, requiring integrated tools, data, and information. Second, the continued growth of extended collaboration, so that users can connect, exchange insights and get work done within their team, department, the enterprise and with external stakeholders. This has been enabled by the maturation of collaboration tools, as well as the increased comfort we all have in using this tools in a work context. Third, the evolution of intelligent information “discovery,” enabled by more tools in content/data management, classification, natural language processing, and search. The tools we need to more easily find the right information and deliver to those who need it, are now at our fingertips and need to be part of everyone’s KM journey.


Carla O’Dell: Digital transformation and automation are going to enable better decisions. This is important for Knowledge Management, because we focus on getting information into the flow at the right time for the right person to make the best decisions. Where we insert that knowledge and information now is going to be different because so many parts of dominican republic mobile numbers list the processes are being automated. The knowledge we’re getting from the output of whatever the machine spits out is different than when I had to go to an expert to find it out or go interview three people. The inputs are different and the point at which you’re actually talking to a human being to share knowledge is different than before. I think a lot of KM people aren’t aware of that. This is a wonderful intersection of process improvement and Knowledge Management, which we’ve been talking about for years.

Stan Garfield: Improving the user experience in the digital workplace is essential to getting people to try out new tools, continue using them, and use them effectively. Implementing social software, including Enterprise Social Networks (ESNs) and gamification provides the platform and incentives needed to get people to work differently. Leading by example is vital. If the KM leaders are expert users of the tools, people are likely to follow their example. If the leader of an organization is seen to be posting in the ESN and working out loud, many members of the organization will reply and start posting on their own.