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Knowledge management
Information technology is central to the business of large professional organisations, but systematisation of business knowledge becomes more inimical the higher its value ....
Strategic information systems.
ICT systems have long been central to large organisations' processes but legacy systems need to be brought up to date, to serve the business and to enable organisational flexibility ....
Knowledge management
Information technology is central to the business of large professional organisations, but systematisation of business knowledge becomes more inimical the higher its value.Reputations are the lifeblood of organisations and with flatter structures consistency of quality of service is becoming more and more important. The knowledge of a company is represented at all levels but its transfer is made difficult by the value that it has to the status of the individuals who hold it.
At a multi disciplinary practice, an existing quality management project, led by the internal IT department supported by a global IT consultancy, was foundering. The project was based around the implementation of a state-of-the-art document and report management system (EDRMS). After analysing the programme with their consultants, Robin proposed and agreed a new approach with the CEO. This delegated the control and management of knowledge sub-systems to knowledge-leaders across the company. The proposals overhauled and replaced existing quality management procedures while at the same time ensuring best practice was effectively pushed into all areas of practice.
Robin managed the communication strategy for the project, stakeholder engagement, and Risk Management. He monitored the implementation programme, and working with dedicated programmers, EDRMS developers, internal IT directors and the Board, integrated the IT development into the overall business development strategy.
Strategic information systems.
ICT systems have long been central to large organisations' processes but legacy systems need to be brought up to date, to serve the business and to enable organisational flexibility. Such changes impact on the work of people at all levels of an organisation, the effectiveness of which depends on quality relationships between divisions and departments and between these and their clients.At a large inner London borough, the legacy systems of the property directorate were holding back much needed innovation and improvement to the speed, appropriateness and cost of development projects. The internal IT department, using Prince2 methodology, had been working with a national IT consultancy on the project for three years but making little headway.
After interviewing key personnel, and liaising closely with departmental and development directors, Robin matched service strategy to existing systems and processes. Working with the IT consultancy he drew up system requirements so as to be able to agree these with the programme sponsors and users, and for the consultancy to develop a technical implementation strategy. The work broke the three year impasse and delivered structural organisational change.
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