Episode Details

Bart is the founding Guru at GuruScan | International Knowledge Management speaker | Makes Knowledge driven business decisions and helps enable the customers to do

https://www.linkedin.com/in/bart-guruscan/

Guruscan website

https://guruscan.nl/

• What is knowledge management?
  • Knowledge is a lot more than information
  • Information is content
  • Knowledge is explicit and implicit knowledge
  • Knowledge Management strategy
    • Shell
    • Connecting people to people,
    • Connecting people to content
    • Community of practice
    • Lessons learned, what did we do and how well did we do it?
    • Forward-looking thing: how can we integrate learning and development? Learn about where we want to go
  • This makes me excited to be a part of KM
  • Skills that are really hard to make explicit
  • Fingerspettein
  • Riding a bike, talk to someone about riding a bike
  • Keep on pedaling, look forward, and find your balance, these are all processes that can't be taught
  • You can’t read how to ride a bike
  • What percentage of knowledge for business is like riding a bike?
  • Specific use cases; a lot of research
    • 20% is explicit and 80% is actually stuff people are doing
    • Then not ending up in the final
    • 95% implicit in the particular case of tacit knowledge
  • Is the role
  • Thousands of people; how do you communicate with them
  • Complex environment and things are changing in
  • Solving complex problems is when you want to get people together
  • Prehistoric groups
    • There was cross-group and collaboration
    • Strangers interacting
    • 1-2 years now for
    • 10-15 years of experience as specialist
    • After a while, its interesting to hear how people have feelings about whether things are wrong
    • Intuition says something is wrong, and then finds the thing that is wrong
    • No textbook is going to tell you what is wrong
  • Concept is called Dunbar number, robert dunbar, British anthropologist
    • 150 people; the people with you can have a meaningful relationship
    • High school friends are replaced with work friends
    • Changes over time but the limit
    • Social grooming, what their parents are doing, what are they doing
    • If you want to expand you are not going to be
    • FDR had 44,000 people in
  • The level of leadership changes, and remote work
  • As a CEO of a 20K person company
  • Methods for
    • Organizational network analysis
    • Knowledge Map of the organization
    • Connect people with very similar of knowledge.
    • Find people to really like to exchange with
    • An idea is network
  • Bart is in Amsterdam
  • Not totally remote
  • Gitlab as an example
  • Remote work as asynchronous
  • Being able to work asynchronously in productive
    • Large organizations
      • Monday morning you have the standup
    • Large organizations in tons of synchronous meetings
    • Lockdowns the whole workspace
    • Feeling productive vs not feeling productive
    • Status report
    • Alignment and updating people
    • That's the big challenge
  • The furthest in Async first
  • Async needs to be changed
  • If you can’t have that meeting, what would you do?
  • Internal organization
    • A lot of people who make money running the organization
    • IIf you are up to 60 or 70 people because there is no overhead
    • If you need to arrange something you need to
    • Staff departments at 150
    • Institutional
  • Staff departments
  • Especially, growing the company