Amplifyii is a joint effort of more than 55 international non-governmental organizations working together to bring the scale, skills, and resources of the international social sector to amplify the impact of impact investing.
Knowledge management (KM) can be a tricky business. One of the challenges I’ve faced when discussing KM with clients is that it suffers from what I think of as the everything and nothing complex: Overtime KM all too often becomes something that everyone does, but for which no one is responsible. Or a practice that one person (or one department) leads, and therefore no one actually does. I've come to understand why. The fundamental notion of “managing knowledge” is big and amorphous and likely even flawed (but I can get into that some other time).
Why this challenge? After a decade working in this space, I have a few ideas.
To state the obvious, twenty-first century workers are problem-solvers, and knowledge managers are no different. More often than not, knowledge management as a practice is implemented to address systemic organizational challenges. There are myriad of evolving definition’s for “KM,” but here is mine: KM connects people to ideas and people to people so that work is done better, smarter and more efficiently.
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