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Millennium KI, LLC, a Service Disabled Veteran owned Small Business (SDVoSB) formed in North Carolina and founded in 2007, is quickly emerging as a premier industry Business source of technical expertise in geospatial systems, intelligence/operational research and knowledge systems analysis, IT Program Management and technical support services.


Another relevant perspective on why KM is important

Rick N Myskey, Jr.

Originally published on April 3, 2012


Knowledge, or the lack of, is often associated with the success or failure of development initiatives. For decades, communication’s main role was to fill the knowledge gap between what audiences knew and what they needed to know, with the assumption that this would induce change. We now know that this is seldom the case. In the modernization paradigm, media were expected to provide needed knowledge through messages that could fill knowledge gaps, build modern attitudes, and eventually shape behaviours. After years of under-delivering on their promises, development managers and decision-makers are increasingly realizing that it is not enough to have sound technical solutions and disseminate information in order to have audiences adopt the innovations.

Of course, knowledge is still crucial for successful and sustainable development initiatives, but the way knowledge is collected, organized, communicated and shared needs to be significantly rethought. Knowledge is not the same as information; similarly, to inform does not carry the same meaning as to communicate. We live in the age of information, but there is little doubt that the information at our disposal in most cases far exceeds the amount of information we are able to access, process, retain and use. That is why knowledge management (KM) should no longer focus on the collection and dissemination of knowledge products, but rather on the packaging and marketing of the products.

Globalization has greatly increased choices and competition in most sectors, and knowledge is one of them. My experiences lead me to believe that there are two priority features that need to be considered in developing an effective KM system. First of all, the starting point should not be the knowledge that we collect and we want to disseminate, but the audience we want to reach and for what purpose. In this way we are “revolving the pyramid”, taking a necessary step in order to have a competitive advantage in the knowledge market.

While at the World Bank, I learned that to reach audiences at different levels, effectively, especially those higher up, I needed to think like them. I also needed to find the right hooks to get them interested in reading the intended knowledge piece, rather than just providing access and making available what we had prepared. Many times, this meant one had to offer solutions relevant to challenges specific audiences were facing in their roles. That implied that packaging the knowledge product and presenting it with an appealing headline made a lot of difference. Access to knowledge is certainly a necessity, but it is not a condition sufficient to guarantee that the knowledge will be accessed, used or even understood by audiences.

To conclude my piece, I would like to emphasize the growing role of KM in all institutions, but especially those in the development context, and the need to think differently about this area. KM should be conceived less as a purely technical information-based area and more as a communication and behaviour-change area, because putting knowledge to practical use needs a certain degree of behaviour change on both sides. Knowledge producers need to package the product in a way that can be easily applied, while the users need to be “persuaded” to conceive knowledge as a practical tool that can be applied in their field. In other words, KM should close the gap between the theoretical and conceptual constructs and the practical applications. An effective knowledge management program that goes beyond collecting, producing and disseminating information will be able to reach and make an impact on the intended audiences. And it will also help to avoid repeating the mistakes of the past, while promoting the replication of successful initiatives and approaches.



On Military Veterans and Transition

Rick N Myskey, Jr.

Rick N Myskey Jr.

2 hours ago near Fayetteville, NC ·

"The willingness with which our young people are likely to serve in any war, no matter how justified, shall be directly proportional to how they perceive the veterans of earlier wars were treated and appreciated by their nation.

  • George Washington

Rick N Myskey Jr. Although I do not believe this next statement current day society along with some recent research is point to the following….."Soldiers may generally have a well-deserved reputation as loyal, hard-working, and reliable, but the hard truth is that to a private-sector employer their lack of directly relevant experience essentially categorizes them as entry-level employees."

Rick N Myskey Jr.

In Their Own Words...

“What I have found is that many soldiers getting out of the Army expect that they will find a job that provides the same benefits as the Army solely because they are veterans and they do absolutely nothing to make themselves marke...See More

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Of Scholars and Practioners

Rick N Myskey, Jr.

Today you are a practitioner.  One who is a SME or "Expert" based on much labor, experience and know how.  To become more scientific, descriptive, and scholarly, you must become experienced and educated in the basic structure of research.  You must know the methods for designing such research in order to be able to Know what you Know and validate it against your peers and other peoples current way of thinking.  Once you get this, you are on your path to becoming a Scholar-Practitioner!

Lets continue:  

How do we know what we KNOW?

How do we collect the data or facts to determine what we KNOW?

Do you KNOW? Or are we simply living the Unexamined life?

What Epistemological perspective do you have?  Why....Where did it come from?  

How do you know this world?  Are you a part of the world or separate from it meaning are you outside looking in, inside looking out, or are you engaged in order to get deeper insights.

Dive in here and watch the video below to learn more about the academic understanding of Scholars and Practitioners.

New Technology Challenges

Rick N Myskey, Jr.

New Technology

Technology advances rapidly causing users and managers at all levels and even competitors pressure IT staff to implement this new technology just because it is a new shiny object. The real challenge is deciding if the organization has the capability to adopt such new technologies i.e. appropriate funding levels, process and procedures for managers, and buy-in from the executives.  The additional challenges also consist of which of these new technologies align with the increased capacity  of the organization and its strategic vision.  

Organizational mission statements and long-term objectives often remain relatively static. In contrast, technology has become much more dynamic and changes more rapidly. IT managers must evaluate the the value to the organization of each shiny object (new technology) to ensure it is a good fit for the results desired by the organization.  

New technologies such as Cloud, Big Data, Virtualization, and mobility all become tools for experienced IT managers who understand their organizations missions, long-term objectives, and current priorities. Since every organization is different, the IT value of each new technology will vary with the organization's strategic goals.

Response - Lets start asking some quality questions:

To make the most of any new technology, an IT manager needs a solid understanding of the organization and the challenges its users and markets face. Prior to jumping into a new trend in technology, IT managers must ask one question: "How does this help us address our current challenges or meet our strategic goals?"


Many organizations have yet to make cloud plans. They choose to keep their data and applications in-house and manage everything themselves.

With the advances of Cloud offerings and to future-proof the network, preparing the organization for a potential future cloud move is simple common sense. For example, what happens when cloud offerings get to the point that organizational management decides to set up an internal cloud solution. Maybe that is a step toward moving applications and data off-site.

The main point: You must create portable applications today that will optimize the organization and not sink it with silly cost and unused IT components sitting around as ornaments for Christmas.  

Answer - Systems Analyst to the Rescue:

This comes down to software and hardware architecture. New applications must be built using an open architecture that lets them run on any platfor or with any database. Doing so means the organization's applications will run on the in-house servers, an in-house cloud, or in an external cloud. The extra benefit is that any move to a cloud-based solution can be completed without new applications.

Big Data Analytics

Data is projected to grow by 800% in the next five years. The big challenge is that more than 80% of it unstructured. Unstructured data varies in its formats, including plain text, email, blog, formatted, unformatted, standard and non-standard image, video, voice, animation, sensor input, web search logs and more. Unstructured data is growing faster than structured data. As a relatively new and untapped source of organizational insight, unstructured data analytics has the potential to reveal more important interrelationships that were previously very difficult or impossible to determine.

Part of that unstructured data includes data from communities, groups, and social networks outside the organization known as "the collective". Data mining the collective is a great way to understand the organization's market and customers.

Answer - All Source analyst using Big Data Analytics:

To provide the best value to the organization, big data analytics requires new approaches to capturing, storing, and analyzing data. The massive amount and growth of unstructured data rapidly outpaces traditional solutions and calls for new volume handling. Big data is collected from new sources. Traditional data management processes fall short in coping with the variable nature of big data. New analytics offer methods to process the variety. Data is generated in real time and the demands call for usable information to be ready as needed. Solutions like 100 GB Ethernet, parallel- processing, and SSDs (Solid State Drives) offer good response times.


Virtualization continues to expand from desktops to servers to switches, routers and firewalls. Virtualization will provide a much higher level of control of these devices rather than saving money. In fact, the organization's infrastructure will require larger servers, more VM licenses, and emulation software in addition to the continuing cost of desktop licenses.

A virtualized data center requires many of the same management tasks that also must be performed in the physical server environment. These tasks need to be extended into the virtualized environment as well as also integrated with the existing workflow and management processes.

One example is that IT organizations must be able to automatically discover both the physical and the virtual environment and have an integrated view of both environments available for monitoring and managing. That view of the combined virtual and physical server resources needs to stay current as VMs move from one host to another. The view must also be able to indicate which resources are involved in the case of fault or performance issues.

To address this issue:

In January 2013, the Distributed Management Task Force (DMTF) set its Virtualization Management (VMAN) standard. That includes a set of specifications to address the management lifecycle of a virtual environment. VMAN's Open Virtualization Format (OVF) specification provides a standard for describing virtual machines and applications for deployment across various virtualization platforms. VMAN's profiles now standardize many aspects of the operational management of a mixed vendor virtualized environment.


For years, IT has controlled user's devices. With the advent of smartphones and tablets, that has changed. Users now bring in their own devices even without IT's knowledge. They use them for both personal and work-related tasks. IT's initial plan was to attempt to maintain control. The facts are clear: Controlling user-owned devices in an organization's network is nearly impossible.

When a user brings their own device, they will also bring their own applications that they have grown used to using. That is a plus for productivity and a challenge for IT security. IT managers and CIOs will need to decide what to secure: the network infrastructure or the organization's data.


Controlling users' mobile devices, is a losing battle. IT staff, even with automation, can't possibly monitor every device that links to the network. The solution moves to controlling data access. First, secure the data on servers. Then provide users access to that data in the form of mobile web apps. This lets them access the data on any server they are authorized to access, but doesn't store any data on the mobile device.

Shadow IT

IT continues to have a poor image inside many parts of organizations. Whether it be slow response times, dictatorial actions, or software challenges, many IT departments are facing users' preference of going to intra-department super users for help. Add the easily available cloud software and services, organizations see users and groups head toward bypassing the IT department altogether. They find and purchase third party SaaS (Software as a Service) packages to meet their needs.

Other departments like Sales, Marketing, Accounting, etc. are considering independent arrangements with outside IT service providers.

To address this issue:

When end users and managers are less satisfied with the service and support they receive from IT, they begin to look for other options. They solution is less about controlling an emerging Shadow IT. It's really about training the IT department better communicate with and support the needs of the organization.

So Who is the Knowledge Manager Anyway?

Rick N Myskey, Jr.

“Knowledge Management in Practice: Chief Knowledge Officers and Chief-Learning Officers (ASTD, 2000) is a series of case studies at 18 global organizations representing a wide diversity of industries, including technology, health care, consulting services, retail, financial, education, government, accounting, and insurance. The cases define initial best practices and lessons learned, and provide guidance for people aspiring to be knowledge or learning leaders” (Bonner, 2000). From this and our course readings, I have extracted a consolidated list of Knowledge, Skills, and Ability’s (KSAs) required of CKOs and CLOs.

Chief knowledge officer positions should be created to envision, guide, direct organizational systems that deliberately leverage knowledge into tangible business benefits. Similarly, CLO positions should be designed to leverage learning. The organizational culture, the type of knowledge and organizational learning it wants to emphasize, and how technologically focused the duty requires will be essential factors in choosing between CKO and CLO KSA’s.

“CKOs locate knowledge within a company and find ways to capture, distribute, and create more of it. In some of the cases, the CKO position originated from that of chief information officer, which is primarily technology-driven. But a CKO is more likely to view technology as only an enabler for an effective knowledge management system, and he or she brings the added dimensions of strategic vision and business savvy” (Bonner, 2000). Nearly universally, the CKOs in the case studies and other literature on this new and growing profession emphasize the need for them be networkers and build key relationship creating access to knowledge leaders. “Nick Milton, a former knowledge manager and a knowledge management pioneer for British Petroleum, says, "The fundamental issues are people, culture, roles, behaviors, and the business processes in your organization. Don't just focus on technology. It may help you manage knowledge, but knowledge is a people issue. It lives in people's heads." Likewise, Andy Campbell, the CKO of the Central Intelligence Agency's Office of Training and Education, says, "Don't get seduced by the technologists." The chief learning officers in the cases generally shares that perspective. Pat Cataldo, CLO for Science Applications International Corporation, adds, "People--throughout the industry in general--are often tempted to view the advantages that new technologies bring to the table as a catch-all solution. One size or one solution does not fit all training situations"” (Bonner, 2000).

The following activities were cited universally or nearly so by all of the CKOs and CLOs in the cases as key knowledge areas and requirements for performance:

1. Align and integrate diverse functions or groups.

2. Use previous best practices or design benchmarking studies.

3. Develop a culture of acceptance of organizational learning, continuous learning, and knowledge management.

4. Have a customer service orientation.

5. Identify critical areas for improvement, through needs or gap analyses.

6. Create knowledge-content activities to contribute to or manage the capture, sharing, and retention activities.

7. Leverage corporate-wide learning.

8. Establish partnerships with senior managers.

9. Conduct strategic planning and implementation.

10. Be a visionary and champion for organizational learning and knowledge management.

11. Business objectives & performance (developed or supported)

12. Career planning/staff or professional development

13. Change manager role

14. Communications/build networks/use personal influence

15. Continuous and/or consistent learning systems highlighted

16. Corporate or in-house universities/ learning lab

17. Create/lead expert teams

18. Culture development for learning and/or knowledge

19. Customer service orientation

20. Employee orientation program

21. Employee retention/recruitment programs

22. Executive education and/or action learning

23. Financial knowledge management

24. Identify critical areas for improvement/needs analyses

25. Knowledge-content activities (capture, share & retain)

26. Knowledge-structure (tools, manage infrastructure)

27. Leverage corporate-wide learning and/or knowledge

28. Organization effectiveness consulting/OD activities

29. Partnerships with senior management/others

30. Project management activities

31. Sales/marketing/ business development

32. Strategic planning & implementation

33. Technology for learning/knowledge (developed or supported)

34. Training & education/workshops/retreats/meeting leader

In addition to these activities required for CKO and CLO performance, I have summarized a list of key Skills and Abilities required as additional criteria for selecting and hiring CKOs and CLOs.

1. Ability to design information systems (designing, evaluating, or choosing information content, database structures, indexing and knowledge representation, interfaces, networking, and technology.

2. Managing information systems (maintaining the integrity, quality, currency of the data, updating, modifying, improving the system, and operating the system).

3. Managing information resources (managing organizational information resources to support organizational missions and for competitive advantage).

4. Establish and sustain training (coaching, mentoring, community of practice start-up and life cycle training support, and feeding back lessons learned, best practices into training content).

5. Serve as information agent for the organization/agencies (acting as information consultants or guides for clients: advising, training, guiding on information, information sources, information use; acting as agents on behalf of clients: gathering, evaluating, analyzing, synthesizing, and summarizing information for clients).

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Knowledge Corner

Rick N Myskey, Jr.

Is DoD getting this right?  If so, how do we know?  If not, what needs to change to get it right?

Information extracted from AIIM community tells us what is required for "Implementing a Knowledge Management Program for the U.S. Army".

These principles hold true for all complex organizations to include the Marine Corps.  Lets take a quick dive into some of the details.

Article access 13 December 2013 written by Art Schlussel, CKM®, CDIA, ECMs

The Secretary of the Army and Army Chief of Staff signed a memorandum titled Army Knowledge Management Principles ( ) on July 23, 2008. The memorandum clearly states that KM principles have implications for all Commands and Army organizations.  All soldiers (including National Guard, reserve, and civilians) will now have to understand KM competencies and how to apply them. The first of the 12 Army KM principles is to train and educate KM leaders, managers, and champions, but on what body of knowledge do you base KM training and education?


Army KM Principles


1. Train and educate KM leaders, managers, and champions.

2. Reward knowledge sharing and make knowledge management career rewarding.

3. Establish a doctrine of collaboration.

4. Use every interaction whether face-to-face to virtual as an opportunity to acquire and share knowledge.

5. Prevent knowledge loss.



6. Protect and secure information and knowledge assets.

7. Embed knowledge assets in standard business processes and provides access to those who need to know.

8. Use legal and standard business rules and processes across the enterprise.



9. Use standardized collaborative tool sets.

10. Use Open Architectures to permit access and searching across boundaries.

11. Use a robust search capability to access contextual knowledge nd store content for discovery.

12. Use portals that permit single sign-on and authentication across the global enterprise including partners.



Are you doing KM successfully?  

Who is doing KM Successfully?  

We often asked, who is doing KM successfully?  This post is a copy of an article on a few organization in Europe that are succeeding according to European standards.  Hint Hint - These would serve as great models for your organization.  The most important aspects from my point of view is the key dimensions used for the measurement and the standardization by a world reach organization "The MAKE research program consists of the annual Global MAKE study -- the international benchmark for world-class knowledge organizations -- and Asian, European, Chinese, Hong Kong, Indian, Indonesian and North American studies."

Nov. 3, 2011, 5:05 a.m. EDT


Teleos Names Europe's Most Admired Knowledge Enterprises


LONDON, Nov 03, 2011 (BUSINESS WIRE) -- Teleos, in association with The KNOW Network, has announced the Winners of the 2011 European Most Admired Knowledge Enterprises (MAKE) study. This year's 8 European MAKE Winners are (in alphabetical order):

-- Accenture (Ireland)

-- Banco Santander (Spain)

-- BMW (Germany)

-- Royal Dutch Shell (the Netherlands)

-- Schlumberger (France/the Netherlands)

-- Siemens (Germany)

-- Syngenta (Switzerland)

-- Telefonica (Spain)


A panel of European-based Fortune 500 senior executives and internationally recognized knowledge management / intellectual capital experts selected the Winners. The panel rated organizations against the MAKE framework of eight key knowledge performance dimensions -- visible drivers of competitive advantage and intellectual capital growth:


-- Creating an enterprise knowledge-driven culture

-- Developing knowledge workers through senior management leadership

-- Innovation

-- Maximizing enterprise intellectual capital

-- Creating an enterprise collaborative knowledge sharing environment

-- Creating a learning organization

-- Delivering value based on customer/stakeholder knowledge

-- Transforming enterprise knowledge into shareholder/stakeholder value


Siemens was recognized as the Overall Winner of this year's European MAKE study. This is the fourth time that Siemens has been the Overall European MAKE Winner. The 2011 European MAKE panel cited Siemens for developing new products/services/solutions (1st place), maximizing enterprise intellectual capital (1st place), creating value from customer/stakeholder knowledge (1st place), and transforming individual/enterprise knowledge into shareholder value (1st place).


Contact Teleos for the free "2011 European MAKE Report" Executive Summary.

Teleos, an independent knowledge management and intellectual capital research firm, administers the MAKE program. The KNOW Network is a Web-based global community of organizations dedicated to achieving superior performance through networking and best practice knowledge sharing.


The MAKE research program consists of the annual Global MAKE study -- the international benchmark for world-class knowledge organizations -- and Asian, European, Chinese, Hong Kong, Indian, Indonesian and North American studies.

SOURCE: Teleos