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April 08, 2011

The real challenge of KBAM is just starting

Module Week of KBAM is over and im very happy with the presentation results, we worked  hard, we tried to cover a lot, and even when at the end we had to cut off a lot of the research done for the final presentation, the outcome was great.

I think everyone have learnt a lot about not just of the therory of Facilities and Knowledge management but also about how to manage so many information in so little time. That was very good, how the groups could hadled with good pace the presentations and the questions asked.

Something interesting that i havent thought about it, just untill Paul mentioned, was have asked about  what approach the board was expecting from the consultant team, just that  single question, would change everything we did, and that is another key learning point, we cant expected to be told waht to do...but how to do it of course yes!

Now the challenge is other, is how to make it real, how we could as a consultants integrate the knowledge management to any of the assets chosen, from the theorical point of view doesnt look  more complicated that all our previous assignments but in practical seems so different;  because for people any different task not related directly to their jobs is an extratask...fact that lead me to think that we will need, ;eadership, empowerment, motivation and all the tools availables  to get that integration to the task....that is the key part, embed it to their daily life...well to our daily life.... we are the  first change agents.

April 05, 2011

What happens to knowledge when we outsource???

Facilities management has been defined as the integration of  those non - core processes that support the main activities of the organizations, some authors argue that the objective of the facilities manager is merely operative and others said that is strategic.

Well i think that is a critical part of the strategy of the organization, for the time being in where  we have tried to cover at maximum all the aspects involved in the theory, seems that even if the organizations are small, those  non core process are vital to make them run, and for that have to be included into the overall strategy of the company.

That’s why i found quite interesting the fact that because its nature of  'non adding value' processes directly to the  main activity of the organization , are the first activities to be thought in outsource, of course make sent, from the point of view of the benefits that the outsourcing processes can bring to the organizations, like focus on the core activities, avoid major investments or reduce costs

However when not just the canteen and housekeeping activities are those which are chosen to be outsourced and maybe Information systems or maintenance activities are included, i wonder what happen with the knowledge?

I mean Knowledge is already quite difficult to capture and manage into the main activities of the organisation itself, and we are learning how to make the most of it, but when we can’t manage the area, process or activity, how we can assure the knowledge is well transferred, how we can also protect the knowledge of those activities provide... even if are not a core -activities?.....

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  • I totally agree your words "knowledge is the keystone of any decision making process". In the decisi… by on this entry
  • i agree with you paula…how to manage knowledge is the foundation of carrying out any other acadami… by on this entry
  • Hii Paula, I get your point. I had the same experience as well, in some extent good decision–making … by on this entry
  • hello guys! thanks for your comments, @Jim, You right, that could be a good source to identify where… by on this entry
  • It was Kodak who did this oursourcing move (MNO anyway ;) Reuvid, J., Hinks, J., & Institute of Dire… by on this entry

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