KMGN Newsletter. Issue 7
The View (Editors Letter)
At KMGN, we engage individuals, networks, societies and industries with different levels of KM maturity, expectations, and perspectives. Through this effort, we acknowledge that KM should be unique and purposeful based on the needs of each individual or group. Hence we leverage on technology to facilitate better engagement in the form of online courses, round tables, project teams, and even the creation of a knowledge base. However, some things cannot be solved by technology alone.
Collaborative Teams Are A Key Business Development Competency. Rostelecom Case. Irina Maltceva
I am going to share how the experience and technologies of KM helped me, as a change leader, when creating the Competence Center – a virtual distributed team in HR.
Collaboration Performance Measurement. Vadim Shiryaev
KM in Distant Teams Dmitriy and Daria Ermakovy
Getting to know KM
- A new challenge
2. Alliance Fabrika
At last, but not at least
Collaboration Positioning or Collaborative Positioning
Consider the interaction between people when meeting new persons for the first time. Each of us has simple options: start interacting or ignore. Those whom we ignore, with whom we do not build any relationship, are the majority. There are two options for interaction with the rest: (1) compete for some resources/benefits, (2) collaborate to achieve some goals (personal or professional).
Paradox 1. I already know it!
It would seem that everyone has the knowledge, skill of competition and collaboration to perfection. However, on closer inspection, this is not the case. Mistakes, failed projects in the past (personal or corporate) reduce our desire to know the subject more deeply. As a result, we are limited to existing experience and are not inclined to develop it further. It seems to us that we know exactly how to do this, but in practice, we use an insignificant share of the opportunities from competition and collaboration.
Paradox 2. This does not fit together!
Intuitively, it seems that competition and collaboration are opposite things. But are they? Does the application of collaboration mean the rejection competition? Is it possible to collaborate in a situation where everyone around is also competing? And what determines the success of one and the other?
Paradox 3. Bets are made. No more bets.
The third paradox of perception is related to the fact that once having chosen what to invest resources in, there is no turning back from that path. Plunging into the waters of the "red oceans" of highly competitive markets, we find it impossible to waste time on collaboration. And vice versa, preaching collaboration, we pretend that we do not compete with anyone (our customers buy only from us). It is obvious that both ways radically reduce the efficiency of our enterprise: if your efforts have not yet succeeded in competition, it means that new resources must be mined. Through collaboration. If you are great at collaborating with the supply chain and customers, it is time to look around and understand who you are compared to and explain to customers why they should choose you over others.
How to manage it
Instead of a conclusion
SKIMC – Strategic Knowledge and Innovation Management Community
SKIMC – Strategic Knowledge and Innovation Management Community has been formed as a result of long-term collaboration between KM Russia, Glink Community, kBook group, Global Virtual Collaboration project, and leading organizations, projects and activities in the area of knowledge and innovation.
Arina Khramova – co-creator GLINK project. Co-host SKIMC business club.