ikms newsletter

KM in practice

Hi there!

As you can read, this newsletter has some practical tips on Scorecards in SME's and KM in R&D.
I would like to interview practicing members and go on a discovery tour together.
Writing a short article about what YOU are doing everyday is great reflexion!

So, drop me a mail with a brief summary who you are and how your work relates to KM and I will visit you at work. We can then discuss and benchmark your activities, followed by the satisfaction that your hard work is appreciated by the other members in the society. That is what makes a society strong and valuable!

If your work is really useful to others we may invite you to come and give a talk about it! Support on how to deliver this talk will be given by the Exco members, because we enjoy doing that kind of stuff.

So, take that step (together with a friend) and call or mail me.
Looking forward to great discussions!

Cor Beetsma (hp: 98393711, email: beetsma@mac.com)

Balanced Scorecard® inside small groups

Apparently Balanced Scorecard (BSC) seems to be success inside big enterprises (see 1000 Fortune enterprises every year) where some characteristics are putted together:
• Strong leadership;
• Collaborative Corporate governances;
• Strategic Plan quite well defined;
• Shared Mission and Objectives;
• Staff Motivation;
• Medium / High (information Technology (IT) involvement.

Problems arise when we start talking about Small and Medium Enterprises and worst when we talk about Micro Enterprises (SMME) and as well known, they perform 95% of all Portugal enterprises (same for Spain or almost average in Europe).

Interview with Ms Sim Sok Hian, KM head of DSO

Interview of Sim Sok Hian, KM and Innovation Head of DSO National Laboratories.
by Cor A. Beetsma.

Introduction of Sim Sok Hian.
She a networker, well connected in DSO, Singapore’s foremost R&D organization with 900 research scientists and engineers whose jobs are to enhance SAF’s potency on the battlefield as well as contribute to national security. She is aware of the corporate history, structure and primary work of programs and labs. She provides the invisible connection of people through her informal network and personal touch with TLC: tender loving care.
She believes that KM can provide value to the organization and to the people as long as one remains sensitive to the complexities of work environment and to the needs of people.

Read on!