A FRAMEWORK FOR IMPROVING YOUR LAW FIRM’S LIBRARY & RESEARCH FUNCTION

In this blog post, we share key elements of the rigorous analytical framework we use to help leaders of Library and Research (L&R) functions support their firm’s business priorities:

  • Providing the highest quality professional service and value to clients
  • Identifying business growth opportunities and strengthening specific offices
  • Helping attorneys build/maintain a knowledge edge
  • Increasing the understanding of a client’s’ business and industry and proactively anticipating risks to clients
  • Reducing the time attorneys spend looking for information and expertise

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HOW TO DEVELOP A SUCCESSFUL KM STRATEGY (PART 3)

Keys to Successful KM Strategy Implementation

In Part 1 of the Mind-Alliance blog post series on KM strategy we dealt with diagnosing the “as-is” state of KM and uncovering issues that impede productivity. In Part 2, we presented a process for developing a KM strategy. In Part 3, we discuss pillars of successful KM strategy implementation.

A lot is at stake with KM strategy implementation because if projects fail to yield the expected results, executives, managers, and workers may lose faith in the entire KM enterprise. With that in mind, here are some of the pillars of successful KM strategy implementation:

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HOW TO DEVELOP A SUCCESSFUL KM STRATEGY (PART 2)

In Part 1 of “How to Develop a Successful Knowledge Management Strategy” we discussed the goals organizations commonly have to create a KM strategy and the importance of starting with a study that reveals the current state of KM in the organization. This post outlines a process for developing a KM and Collaboration Strategy, a Portfolio of Solution Approaches, and an Implementation Plan. 

The first step is to define a vision and set of strategic objectives, informed by the findings from the Phase 1 study of the “as-is” state of KM. This vision often is about why the organization wants to harness the power of better information sharing and collaboration, knowledge management, learning, and innovation. Each organization has a unique perspective about how this will enable it to deliver greater impact through enhanced decision making and organizational performance.

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HOW TO DEVELOP A SUCCESSFUL KM STRATEGY (PART 1)

NOTE: This is the first post in a three part series, “How to Develop a Successful Knowledge Management Strategy”

Enterprises are increasingly looking for ways to improve information sharing, collaboration, and knowledge management (KM). While the specific reasons vary from industry to industry, common goals include:

  • To enhance the efficiency of strategy development, planning, and operational work processes
  • To streamline the flow of information within the organization and enhance collaboration with external partners
  • To support decision making with better intelligence
  • To focus knowledge resources on addressing planning and execution priorities
  • To retain and reuse institutional knowledge
  • To create a more adaptable workforce and agile organization

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LEVERAGING PROCESS MAPPING FOR EMERGENCY OPERATIONS CENTERS

Realizing that technology alone can’t solve situational awareness, Common Operating Picture (COP), and operational coordination problems, some Emergency Operations Centers (EOCs) are starting initiatives to build their process management maturity. This is a welcome development. Many Emergency Operations Centers have documented processes, but few have a comprehensive process map and an integrated big-picture understanding of how processes fit together across organizations and between partners.

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WHAT’S YOUR KNOWLEDGE DIFFUSION STRATEGY?

Many international organizations seeking to contribute solutions to global challenges and policy problems are struggling to disseminate their reports and other “knowledge products.” A recent article in the Washington Post (“The solutions to all our problems may be buried in PDFs that nobody reads”) highlights a situation common to the World Bank. Simply put, it seems like relatively few people are downloading the Bank’s reports.

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