| View I've just uploaded the presentation I gave today at a KM Roundtable meeting in Melbourne. A great group of people, lots of good questions, only just scratched the surface in the time we had available. (I think there's huge amount of value in all these types of groups. The simple act of getting together and sharing information face-to-face is immensely valuable. So if you're into KM, definitely look into the KM Roundtables, held in Victoria and NSW.)

Ok, I’m going to confront the elephant in the room: wiki markup has no future. I know I’m going to burnt at the stake by all the wiki fanatics, but …

When I posted my recent article on Time needed to select a CMS to the CM Pros mailing list, it generated a lot of discussion. This included a number of …

Being an intranet star isn't easy, as any intranet manager overwhelmed with the underwhelming response from authors and managers will agree to. Nevertheless with some fearless counsel and a good measure of bravery on the part of intranet managers it can be done. There is precious little guidance on the necessary behaviours in this area. This briefing seeks to redress this shortfall. Seize power It can often be the case that in all matters intranet, the organisation just doesn't have the 'right' kind of focus. When I was much younger, a particularly well-weathered project management veteran, to whom I was

It will always take longer than hoped to select a new content management system. While an 'accelerated' approach can be taken, the reality is that somewhere between 6 and 12 months will probably be needed, from beginning to end. To help clarify this statement, this briefing provides a breakdown of the individual steps and the amount of time needed for each. Use this to set appropriate stakeholder expectations, and to develop a realistic project plan. Selecting a CMS: step-by-step Activity Duration Redesigning the site 8 weeks Making a business case 4 weeks Receiving project sign-off, approval 4 weeks Documenting CMS

Those managing an intranet will find they are in a unique role in their organisation, as there are few if any others who touch the corners of an organisation the way those on the intranet team do. From the CEO to the staff member at the front line, everyone has a stake in the intranet. While this certainly provides great opportunity and insight into the organisation for the canny intranet manager, it also brings its own unique set of challenges. On any given day, an intranet manager may spend time wrangling with content authors, working out how best to support

Strategy and the Fat Smoker David Maister, 2008 David Maister is the undisputed guru of professional services firms, and this is his greatest work yet. The premise is very simple: every professional firm has much the same vision, strategy and operating principles. Yet few firms ever deliver on these promises. This is the metaphor of the "fat smoker": we know what we need to do as individuals (and as organisations), but the hard part is actually doing it. Drawing on 20+ years of work in this space, Maister has seen far too many organisations struggle to do what they know

As discussed in the earlier article Every intranet has its successes, there are few intranet teams who are not steadily delivering valuable improvements to their sites. Despite this, many intranet teams are almost invisible within their organisations, with little recognition for the new enhancements and functionality they have delivered. This must change, if intranet teams are to obtain the resources and support they need. Part of the solution is for intranet teams to be more proactive and effective in communicating their successes. This briefing outlines a number of practical ways of promoting success stories, drawn from the real-life approaches taken

A number of articles have recently been published on collaboration. Focusing on collaboration tools, these articles have explored when they work, the challenges involved and how to avoid these problems in practice. In many ways, these articles have taken for granted the central aspect of collaboration: the people involved. This article will explore the human face of collaboration, touching upon a range of enterprise considerations. Collaboration can't be forced It make no sense to roll out collaboration tools to the whole organisation. Collaboration takes place between people, and can't be forced or created through the use of technology. While it

A lot of confusion and misunderstanding surrounds the term 'information architecture'. The multitude of activities that can be labelled with these two words span a vast variety of people, skills and situations. If you ask for an information architecture, what exactly are you going to receive in return? Similarly, if someone tells you they are going to provide you with an information architecture, for a website or intranet for example, what exactly does that mean? A primer, not a dictionary This paper aims to explain the many faces of information architecture. A precise definition of each term would be difficult,