Services
What do we do?
We create fast knowledge and learning flows using our
High Performance Knowledge Capability© method
We design learning organisations via leading-edge, high performance Knowledge Management and Knowledge Capability solutions, underpinned by robust research and extensive practical experience.
Our Knowledge Management and learning-to-learn solutions have won "outstanding program" awards in the United States and David Griffiths has been recognised as one of the world's top 30 people to know in the field.
Contact us and find out how we can make a difference for you.
What makes us better?
Simple, we focus on "capability" and not "management"
Too many Knowledge Management and learning organisation solutions treat knowledge as a traditional asset. This is a problem. Knowledge is not owned by the organisation in the traditional sense and the asset is useless without the capability to continuously acquire, store, share, deploy and develop it. This means that organisations have to look at an intergrated (interconnected) approach to knowledge and learning solutions.
Our award-winning, peer-reviewed research into holistic Knowledge Management and learning organisation strategy led to the development of the K-Core (Knowledge-Core) Model and the High Performance KM/LO© Method. These models underpin our leading edge approach to organisational Knowledge Management challenges, from strategy through to implementation.
Where others rely on technology-led solutions from the 1990s to address 21st Century challenges, we reboot your thinking by putting people at the heart of the solution.
The alkAme High Performance Knowledge Capability Method©
(Knowledge Capability for enhanced Learning Agility)
HPKM©: a brief overview for you to consider and discuss with us
Any successful KM/LO project will need to adopt 7 key HPKM© principles if it is to be sustainable.
However, before this can happen, the organisation/community has to assess its specific situational factors (starting conditions) as a way to identify any barriers to fast knowledge flows/success that may exist. This involves a Knowledge Capability Benchmarking process that identifies the maturity of the starting conditions and the feasibility for developing High Performance KM© practice - in the case of deficiencies, the benchmarking process signposts a change program toward maturity. This is supplemented by a professional development program for decision-makers/community managers to ensure an appropriate level of KM knowledge and understanding to support decision-making processes.
The success of any HPKM/LO© program requires Knowledge Managers and community participants to adopt a commonly accepted mental model (an agreed way of working together - think of it as a community ritual) for fast knowledge flows, which is critical in supporting KM technology “solutions.” The HPKM© Organic KM Framework allows knowledge workers to trigger actions that identify, acquire, share, use and develop knowledge - in addition, scarce knowledge is identified and embedded within a wider community.
Any KM/LO technology "solution" requires knowledge seekers (people with questions) to locate knowledge quickly. HPKM/LO© solutions require community members to acquire and embed knowledge within the community, while also strengthening knowledge links by connecting objects (e.g. reports) to people. To facilitate self-organisation and fast knowledge flows a HPKM© framework needs to inform community members of appropriate actions according to the type of question (knowledge seeking activity) they have - for this reason the HPKC© framework utilises Dave Snowden's Cynefin framework (working across simple, complicated, complex and chaotic knowledge domains) to nudge people toward four high performance actions.
Specialist Areas
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Communities of Practice
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Lessons Learned
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System analysis
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Developing a knowledge sharing culture
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Learning organisations
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Knowledge Capture
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Knowledge elicitation
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Knowledge sharing frameworks
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Network analysis
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Moving from "management" to capability
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Policy design
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Strategy design
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Process improvement
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Succession planning
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Value reporting frameworks
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Integrating KM practice