KM

Tango Conceptual Update

2013

This paper is intended for those, who wish to understand more about the conceptual
foundations of the Celemi Tango™ simulation. It addresses some of the hard questions that
both new facilitators and customers may ask:

  • Why do people and customers in Tango “behave” as they do?
  • Does the simulation fit with reality?
  • What is the empirical evidence for the way competitive advantage is simulated?
  • Does it make business sense to treat people well?

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Informatized Markets - Dream Turns to Ashes

1995

A short diagnostic test.
Please shut your eyes. Then try to touch the tip of your nose with your index finger. At the same time,
concentrate hard on what you are doing and on where your arm is at all times. Do the exercise slowly.
Take 20 seconds for it.

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Measuring the Wellspring of Knowledge

2001

In the spruce forest behind my parents home in Sweden springs a natural well. It is so small that you don´t notice it until you almost stumble upon it.

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Intangible Revenues

1998

Revenues arising from intangible assets take intangible forms.

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Fourteen Ways to Charge for Knowledge

1998

What is the value of an idea that comes in the flash of a second but is based on a life of experience?

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Case: PLS Consult-Evaluating customers

1997

Most customers are sources of value, in forms other than hard cash.

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Transfer of Knowledge and the Information Processing Profession

1996

How is knowledge best transferred? Via information or via tradition (f2f socialisation)?

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The Pro-Team Organized Creativity in Production

1995

Where is the most creative environment in the world today? Silicon Valley? Northern Italy? Sophia
Antipolis (France)? Hongkong? My own bet is on the former communist countries.

Disabling the Context for Knowledge Work – The Role of Managers’ Behaviours

2007

Two main issues that prevent knowledge sharing are the attitudes of the nearest supervisor and a lack of context-building information: Apathetic managers, who do not actively encourage business/organisational information, and hypocritical managers, who do not ‘walk the talk’,

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Case: KM in a Norwegian hospital

2007

The nurses in a Norwegian private hospital in Oslo wanted to solve a problem: How can we reduce the fear of patients going in to surgery? The idea came up: Invite the old patients for coffee and cake together with the new patients and let them talk.

Case: Monitoring Intangible Assets for Financial Success

1996

WM-data is today the biggest of the Swedish listed independent computer software and consulting companies,

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Managing Knowhow – 20 years later

2009

A new type of company arrived on the stock market in the 1980s. They had no real assets and produced nothing tangible. What happened then? Tom Lloyd and I reflect on the 20 years since our 1987 book Managing Knowhow.

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Knowledge Management – The Viking Way

2000

"Never a friend more faithful, nor greater wealth than wisdom."

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