Where we work, and how we work and interact with colleagues, partners and customers, has been changing. Change will probably be hastened by the current crisis, so what can we do to equip employees to make the best of it?
I just read an article, The State of Knowledge Management in 2020, that has some interesting perceptions about the intersection between digital collaboration and knowledge management. It brought to mind a video article, which a colleague published a few years ago in which he listed five reasons why Why Knowledge Management Matters More Than Ever. In light of the current changes many are facing now in work practices, those five reasons are more prescient than ever.
We regularly get asked, “What is different about Vmoso, when compared to Slack or Teams?” While all three products provide the means for employees inside organisations to collaborate, there are important differences in overall design approach, and at the feature level, which sets apart Vmoso. In this post we summarise those differences and when and how they are important. Later posts will explain some of them in more detail.
Your employees need more than video conferencing and instant chat to work from home. Particularly in a time of crisis like now, they have many personal as well as work calls on their time. They need tools that help them manage that.
Getting collaboration right isn’t just about selecting a new chat tool, and thinking about collaboration in isolation misses the point. To fully maximise the transformational opportunities afforded by new technologies requires whole systems thinking, ensuring all the elements of communication, process and knowledge are harmonised.
While the COVID-19 crisis continues, if your company is in luxury retail, fashion, hospitality, automotive, travel, wealth management or any other business that provides goods and services to VIP customers, while business is relatively quiet, you are in all probability hoping those customers will stay with you when life returns to normal.
“Knowledge management” is a concept originating in the 1990s, when academics (primarily Nonaka, Takeuchi and Davenport) developed the idea of this new discipline. One of knowledge management’s key objectives is to use company practices and technologies to leverage corporate knowledge.