June 17, 2012


Wisdom from the dictionary definition says :scholarly knowledge or learning. Also defines it as a state of being wise; knowledge of what is true or right..................

It seems to an extent both words wisdom and knowledge can be used interchangeably. Basically i believe i have gained a lot from learning here at Warwick, but i believe there is still a lot to be gained through the experiences we've had as well as the experiences of others which we will have outside the walls of school. Therefore having the quest for knowledge constantly either to implement in my personal or professional life i trust will help me have a better understanding of what is needed to be achieved.

I tend to reckon very much with these quotes from these two great people:

Albert Einstein's says "Wisdom is not a product of schooling but the lifelong attempt to acquire it"

Dalai Lama says "Share your knowledge, it's a way to achieve immortality".

The fundamental nature of blogging among all the other means of information sharing i suppose is to pass ideas across. I hope even after KBAM and Warwick while in our various places of work, we are able to continue this culture of knowlegde sharing and encourage others we work with especially those we believe have a lot of residual knowledge (tacit) stored in their heads but find it difficult to communicate.


Having knowledge is a good thing, having the right knowledge and being able to make use of it as at when it is required is another good thing but having knowledge and not knowing how, where or when to make use of it is a sad thing and could seem like a wasted effort.

Being able to go through this past few months learning and acquiring so much information,new methods and ways of doing things, working with people from different countries has been very exciting.

I am here thinking ok, time is running out quite fast and soon facing the real world with its challenges would soon be standing right in my face..:(

Although i am looking forward to it but how i wish i would be as "safe" an environment as it was here to learn and unlearn.

The saying "to whom much is given, much is expected" never seems to leave my head now hence my fear.

Sometimes i feel because of the learning and exposure, some things have changed but how will it all fit back into the organisation you find yourself and the expectations people might have of you bearing in mind what it seems you have to offer is quite unnerving.

It feels like i have a set of new rules and am here wondering how would i apply all i know to each and every different situation.....i believe the best thing to do is to have an open mind and do not live with rules but be flexible and adaptable to any situation which you find yourself in.


Over the past few weeks of lectures, presentation, interacting and reading on knowledge and asset management systems, the need for this to be implemented in organisations cannot be overemphasized.

But what is most effective is the way and manner in which organisations could go about creating and maintaining efficient AM & KM practices making it a culture within the company.

Remembering the PDCA cycle, i think it woud enable organisations have a clear path and control over their KM & AM programs. Before companies commence on the process of implementing a sustainable KM program, having a comprehensive strategy (plan) on how to go about it is important. Doing what has been planned, checking (benchmarking) to know if any progress or no progress has been made on the journey so far then acting upon what seems best or produces better results for the company.

Just like every goal or vision: they have to ascertain what and where they are first in terms of knowledge gap then plan on where they would want to be in future.

Also implementing the KM & AM systems in different sections or department within the organisation could help the implementation process faster rather than it being deployed across the organisation as a whole. I say this because if AM & KM practices are viewed as a continuous process going on within the different departments or teams, rather than a one-off project which the company is undertaking then the likelihood is that people would tend to see it as part of their job routine everyday instead of something that they have to achieve within a certain time frame.

June 15, 2012


Reviewing some of the articles i stumbled across for the PMA and interacting with classmates on this topic, what i tend to gather is the usefulness of knowledge management. The importance and benefits of implementing a very efficient knowledge management system in organisations.

On the other hand, i am wondering if/are there any risks or disadvantages involved in having a knowledge management system in organisations?

I know the resistance to change factor which is usually experienced when new ways of doing things are introduced especially when dealing with human beings. But aside this are there / what potential risk could a company face if it has a KM system in place???

June 14, 2012


About 12 days ago, a plane crash happened in Nigeria where about 153 lives were lost.

Findings (though not certain), word of mouth from people working in the airline, with investigations still on-going into the crash showed that the airplane was not "fly-worthy" or not duly certified to take-off but the management of the airline ordered that it should take-off (afterall it was just a 50mins flight time).

My questions now are:

  • Did the management not have the right knowledge on what risk was involved in having a faulty plane?
  • Did the pilot not know the implications of going ahead on such a trip?
  • Why did the technical crew not raise "red flags" or blow the whistle being that they were the people with the right knowledge on what the situation of the airplane was?
  • How much value/no value is the airplane worth to the company as an asset?
  • Where did the airline company keep the knowledge and importance of health and safefy for the crew members as well as passengers?

My questions i am sure could go on and on.......ok could i say that there was no efficient knowledge management system in place from the ground staff managing and maintaining the plane to the management? Or they just did not have the requisite knowledge on such issues (which i refuse to believe).

But if that was the case in this situation would common sense not have prevailed instead in terms of risk anticipation?

Anyways it seems too late to ask these questions..........

My opinion on this is that organisations should move past that phase of cost cutting when it comes to maintenance issues if they want to sustain the values of their physical assets ranging from the individuals in the organisation to machines they use. Also reliability and maintainability should be viewed as measures to effectively managing assets which may lead to increased business profits for the organisations.


June 12, 2012


During the OPP module we had, where we looked at people's behaviours and motivation in organisations. it got me thinking and trying to make assessment on people as resources that are being used in organisations.

By this, i mean the importance of people as assets in the organisation. if people are of such significance in the day to day running of organisations, hence i tend to believe that they are one of the most valuable assets which an organisation should first and foremost manage.

My belief is that if organisations understand, engage and manage these "humans" first using a summary of Gallup's Q12 principle -focus on the employees, know your employees and care about your employees it might be a stepping stone or a motivation for the employees to a better management of the companies assets.

Basically managing people first should bring about the needed ability and will to share knowledge, values and ideas to enable them manage the assets of the company.

May 06, 2012


The journey so far though not easy has been one of learning and unlearning, sharing of examples and experiences,working with people from diverse cultures and background, understanding new ways of doing tasks, searching for information and knowledge across a wide range of available resources,being able to filter what is important and what is not while asking the questions why and why not.

With all these different phases during this journey looking back to the days of CBE and now, it has increased my knowledge database and i am quite certain we have all gone through this different phases and learnt quite a lot.

From my understanding from the workshop we had on information, knowledge and awareness, i can say the process of assessing,gathering and interpreting information has not been the hardest part for me but rather being able to anticipate.

Some of this knowledge gained from all this is being stored up as explicit and tacit. But in due time, i will be able to convert and make use of the tacit knowledge better later on the job.


Having the right knowlegde in carrying out a task in todays high tech world, equips you with power but the ability for everyone individual within the orgainsation to assess and manage this knowledge in a very efficient way is what matters. The need for a KM system is to facilitate the willingness to share info.

However, the question now is does having a KM system in place really guarantee this?

From some of the presentations we had on Friday, with some teams proposing the use of various softwares and tech driven tools to manage their assets. Will the use of these software enable the spread of knowledge within the organisation?

My opinion on this is that to a certain extent it might help brigde the gap in knowledge a little bit but not entirely.

May 03, 2012

'UnSeen' Knowledge

I stumbled across a journal where i saw a comment about tacit knowledge. it says 80% of the knowledge of any company is tacit. That is knowledge usually known by an individual in the organisation. And one of the problems associated with tacit knowledge is the difficulty in communicating that knowledge to the rest of the company.

This seems like a pretty high percentage of knowledge to reside in just an individual within a company.

Just assuming that a problem arises in the organisation where this individual is supposed to bring his knowledge base to help resolve the issue but refuses to help due to some setbacks. Does that give the company just 20% of explicit knowledge to apply?

How demanding is the exchange from tacit to explicit knowledge on the part of the individual as well as on the organisation?

Following the seminar topic we had today and the discussions that followed, i remember Parminder's statement on the ability to read from manuals while performing a task. my doubt is that even with the availability of those manuals, employees would still find it difficult to understand and manage the information they can see stored up in them. i tend to imagine how easy it would be to manage that which is not seen but just stored in the head of one individual.

Manager's Role

Analysing the workshop we had on monday on gathering, interpreting and anticipating information, from the managers point of view might seem like a whole burden.

Although employees should be enthusiastic about wanting to learn and acquire knowledge to help them function better in their jobs but my idea on this is that to a greater extent managers have a special duty of care or added responsibility to cater for their employees.

If managers provide the right opportunity or enabling environment for sufficient knowledge and information to be gathered, create effective means to interpret and share this acquired knowledge throughout their employees, it would go a long way to foster a more relaxed and responsive workforce who view KM as a positive development process in the organisation.

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