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Hello. My name's John Edwards.
I'm a professor of
knowledge management
at Aston University in Birmingham
in the United Kingdom.
I've been working in
knowledge management
for more than 25 years now.
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Knowledge management is
probably something that
organisations have
been doing for
as long as there have
been organisations.
But it only got its name
at the end of the 1980s
and started to
become a subject of
academic and practical
debate in the 1990s.
Organisations have a
great deal of knowledge.
They always have had.
It could be in people's heads.
It could be in the
procedures and rules.
This is how we work;
this is how we operate.
It could be buried in reports,
and that's not always
so easy to find.
It could be in computer systems,
not just the files stored there,
but the whole way that the
computer system is set up,
what it lets you do,
what it makes you do.
Now, there's no point in
having this knowledge
unless the organisation
and the people in
it actually use it.
But one of the
problems, and you may
know this as the not
invented here syndrome,
people are often unhappy to use
knowledge that comes from
elsewhere, wherever that is.
If it's not something I know,
I'm not so happy about it.
The key to getting forward
from this situation
is to involve the people
in all the changes
that you make.
What that means is
knowledge management is an issue
for everyone in an organisation,
not just knowledge
management specialists
or chief knowledge officers.
That makes it
everyone's problem.
To give an overview of what
I'll be talking about,
