Professional Documents
Culture Documents
REVIEW
Appreciating the invisible A puzzling question Stop selling the 100% solution to experts Transparency rules, OK? A would-be nanopreneurs Thinkerings on Knowledge Why creative thinking shouldnt be left to chance Making learning as effective as possible
I was once asked at a conference to define a knowledge worker. I started by drawing the distinction between manual work, information work and knowledge work. Manual work was done mainly with the hands. It could be highly skilled but it was often repetitious and gave little scope for the manual worker to take the initiative and work differently. I argued something similar for the information worker the manual element had gone but many information oriented jobs, although skilled were process driven. People tended to be limited in their creativity by the demands of the process. And then knowledge workers, it seemed to me, had the most freedom they got to decide to some extent what they actually did and to a larger degree how they did it. At KM Asia last year, Tom Stewart gave his definition of a knowledge worker that was pretty close to my own of a few years before Someone who gets to chose what he or she does in his or her job each morning But for me, today, this is still not sufficient. Another person who has influenced my views on knowledge work is Michael Schrage a few years go he said this in an interview with CIO Magazine: I think knowledge management is a bullshit issue. Let me tell you why. I can give you perfect information, I can give you perfect knowledge and it wont change your behaviour one iota. People choose not to change their behaviour because the culture and the imperatives of the organization make it too difficult to act upon the knowledge. Knowledge is not the power. Power is power. The ability to act on knowledge is power. Most people in most
This issue sees the return of some contributors and the introduction of some others, who we hope and trust will soon become familiar. We are sure that you will enjoy all the articles and doubtless some will resonate with you more than others. Perhaps if I had one article which really struck a chord with me it was Victor Newmans not invented here (NIH). Victor is an old friend and one of the most innovative thinkers on knowledge management over the last decade. I am sure we have all been victims of a NIH culture sometimes from an individual, maybe even from a whole department or culture. You suggest something and you know you can forget any chance of the notion being taken on board. So do do you overcome NIH? According to Newman timing is everything. Anyone who wants to break down a NIH culture should not demolish the delicate relationship capital built up by making a frontal assault. You have to bide your time, introduce ideas slowly and give people space to get use to new ideas.
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IN THIS ISSUE
2 3 4 5 6 8 10 Who is hiring KM professionals in Asia? Tapping into the wisdom of crowds Briefing The MORE WITH MORE imperative TFPL page Businesses fail to share information
11 12 14 15 14 17
Netherlands
Lilia explains how she is becoming more and more convinced that knowledge management is about facilitating the invisible
Lilia Efimova
RESEARCHER TELEMATICA INSTITUUT I work as a researcher in areas of workplace learning, collaboration and knowledge management. In my work I try to bring together my experiences of facilitating learning and managing change, my interest in technologies and my passion for understanding how people work in knowledgeintensive environments.
Invisible participation
When there is a discussion about communities of practice it is often about the value of exchanging ideas and problem solving. Active involvement in conversations is appreciated and supported, while lurkers are often perceived as 'free-riders' who benefit from contributions of others without adding much value themselves. Usual metrics for judging community success often do not take into account that lurking is a form of participation legitimate peripheral participation that has its own value. Listening and reading is learning. It is getting to know community norms and language, picking up trends and staying updated, learning about others and their conversations. All this leads to an awareness of context that makes it much easier to become an active participant when the right moment comes. Non-active participation is also about creating a larger audience for any conversation that can motivate experts to share and about giving space to others by being silent.
Invisible netWORK
Interpersonal relations are becoming more and more important for learning, coming up with new ideas, staying connected with informal communication flows (that are often more meaningful than official communications), and getting work done. While job descriptions for top management or marketing positions often indicate that developing 'insider knowledge of an industry' or 'personal client base' is an important part of the job, this is rarely the case for engineers or front-line employees. Time and effort spent doing netWORK (Nardi, Whittaker, & Schwarz, 2002) building and maintaining personal networks is not reflected in time sheets and hardly ever taken into account during performance appraisals or project evaluations. There is more that is invisible out there: ideas before they are articulated in conversations or written down, best practices embedded into everyday work, social networks, stories and myths that represent the real organisation hidden behind the organisational chart and corporate policies, and so on The challenge of knowledge management or 'just management' in this case is to discover and appreciate these invisibles and to shift from managing only what can be easily seen and measured to G K supporting and fostering what really matters.
Additional reading
McGee, J. (2002). Knowledge work as craft work, www.mcgeesmusings.net Nonnecke, B., & Preece, J. (2003). Silent participants: Getting to know lurkers better. From Usenet to CoWebs: Interacting with Social Information Spaces. Cross, J. (2003). The other 80%, www.internettime.com Nardi, B., Whittaker, S, Schwarz, H. (2002). NetWORKers and their activity in intensional networks. Computer Supported Cooperative Work, Volume 11, Issue 1-2, 205-242. blog.mathemagenic.com/invisible
Invisible learning
Learning takes a variety of forms. Courses, seminars or mentoring programs are probably those that come to mind first. These forms could be referred to as formal learning, i.e. planned and controlled by an organisation.
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Australia
Science and art: Greg looks at the intereaction between IT and knowledge strategy
A puzzling question
Recently I was asked by a person new to knowledge management, How can information technology be used to support knowledge-centric initiatives? As Kenny Everett said in his eponymous TV show this query is so complex in its simplicity yet so simple in its complexity . I have been asked this question so many times I thought it was time to give it serious thought and devise a considered answer. Here goes, but before I start I have a request. When you read this I want you to interpret information technology as widely as possible; include not only computers but books, documents, pictures, art, tape recordings, paper and any other technology that has the capacity to store information for later retrieval or to process it in some way. The principal KM activities are performed by people. IT is used to enhance our personal capabilities. Consequently the computers principal components are aptly named after those very human activities they enhance: memory, processing, communication, logic, networking etc. the knowledge capabilities of the individual or the group. These are constant themes in the scientific literature. If you want consistency of knowledge (for customer or internal use) or want to emphasise knowledge re-use then create a central knowledge repository that is easy to add to and access. Usually this is a combination of information technologies including the simple pen and paper. If you want to maximise the use of personal knowledge resources then emphasise technologies that assist in communication and finding those resources. If your aim is to maximise knowledge creation then use technologies that enhance collaboration and make available appropriate internal and external knowledge sources (both experts and expertise). If your strategy is protect your knowledge then partition and secure your information resources. The riskiest knowledge strategies are those without a vision of the outcome. Blindly applying technology to a knowledge outcome may or may not result in your intended outcome with varying consequences. My research into knowledge re-use, for example, found that central repositories are sometimes made inaccessible to those who might contribute to them the most. Contracted experts on an ERP help-desk in a large government organisation were excluded from making additions to the central knowledge-base because of IT policy prohibiting full access to temporary staff. Similarly, junior staff (those who need the most advice) may be culturally inhibited from using online communication mediums to ask advice of more senior experts. The literature is full of social science studies that demonstrate the repressive impact of people on the use of tools designed to augment their abilities. But what about using technology to measure knowledge transfer from one person to another? I recently asked two leading neuroscientists from San Diego if there is a measurable brain signal that indicates when one person does not understand a concept explained by another. The answer is no but there is a measurable signal that occurs when you realise you have G made a mistake. Well its a start. K
Greg Timbrell
RESEARCHER, LECTURER AND CONSULTANT IN KM AT QUEENSLAND UNIVERSITY OF TECHNOLOGY (QUT) Greg left his job as a knowledge manager in 1999 to join academe and pursue a doctorate (almost finished). Greg has worked mostly in the consulting sector and government in a career spanning 25 years mainly in information systems. He has published and spoken on KM all over the world and is currently pursuing KM research projects in call centres, online communities, and the IT professional services sector.
Art of KM
I liken the use of IT by a knowledge manager to a hammer and chisel in the hands of a sculptor of marble. IT is an important tool, for like the hammer and chisel (or any tool), it is an extension of you and can perform functions that we humans alone cannot. Likewise the sculptor guides the tool to create an image that exists in their mind. Just as ancient civilisations left behind imperfect traces of their lives, IT constantly leaves behind artefacts from our lives. These are distant reflections of knowledge activities, to be interpreted in the future by others, either imperfectly or as the creator intended. We all use these technologies and artefacts in different ways according to our different knowledge needs. We combine them with our personal or shared knowledge repositories to enrich our decisions, our actions and our lives. We use it as a tool to extend many human capabilities.
Science of KM
The use of IT in knowledge strategy is based on extending
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United Kingdom
Victor discusses how to replace Not Invented Here" with Invented here"
Victor Newman
INDEPENDENT CONSULTANT Victor is Pfizer's former Chief Learning Officer (2000-2004), and Visiting Professor in Knowledge Management and Innovation to the Open University Business School. Victor now consults privately. Victor's leadership of innovation transformed Pfizer's global best-practice and R&D productivity. Victor has a prevailing interest in the psychology of implementation, derived from diverse and intense consulting experience within all industrial sectors.
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United Kingdom
Increasing transparency is one of the critical trends affecting businesses, governments and consumers today: and we aint seen nothing yet!
Sheila Moorcroft
KNOWLEDGE FOR TOMORROW, TODAY Sheila Moorcroft is a futures research consultant with over 15 years experience, specializing in scanning, identification of issues and their assessment, and scenario development, especially the business implications of changing values and lifestyles. Previously, she was a Director of Applied Futures where she worked with clients in retailing, financial services, healthcare and travel, looking at new product development and business strategy. Prior to that she spent ten years at SRI International providing strategic research services to clients throughout Europe. She regularly talks at conferences and contributes to management training courses.
www.globalknowledgereport.com
Singapore
Soft assets matter most today. Ideas. People. Teamwork. Communities. Passion. Values and knowledge. That is what Alan Webber, editor, Fast Company reckons. David agrees.
David C Tham
FOUNDER
NANOKNOWLEDGE
David specializes in corporate communications, human capital development and knowledge management consultancy. His diverse experience in HR and communication has made him one of Asia's preferred strategists for implementing human capital and knowledge management initiatives using practical, costeffective means.
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Singapore
place a million dollar new intranet system and spent many long hours and headaches (arrgh!) trying to convince (read: change manage) the management of company X that knowledge management was the way forward and that KM is not just about technology but about people and what impassions them to come together, share and innovate the ideas they have in their minds. Peter Drucker in Managing in a Time of Great Change wrote that Knowledge has become the key economic resource and dominant and perhaps even the only source of competitive advantage. Yet, competitive advantage is not only the sum of the intellectual parts of an enterprise; it is the speed of summation, which is referred to as return on time. Through nanoKnowledge, I envisage a revolution in the way we look to knowledge for competitive advantage that goes beyond technology and products. In a knowledge-based economy, nanoKnowledge signifies the critical element of business strategy that will allow organisations to accelerate the rate at which they handle new market challenges and opportunities. It does so by leveraging its most precious resources collective know-how, talent and experience. NanoKnowledge is, however, not altogether a simple issue. Nanotechnologists will, of course, claim it as their own. But it is not a technology, although technology should be positioned to facilitate it. It is not a directive, although strategic leadership is imperative. It is not a business strategy, although one aligned with the fundamental principles of knowledge management must exist. NanoKnowledge is based on the premise that an organisation is able to take stock in its greatest, most valuable yet individualistic organisation asset, namely, its People. It is within this framework that organisations must first be able to challenge age-old adages by no longer relying on core products but on core competencies. That is where the competition really begins. The organisation that can harness its nanoKnowledge is the organisation that truly understands Success in a Time of Great Change. And then can we appreciate Rudyard Kipling who wrote: They copied all that could follow but they couldnt copy my mind, and I left em sweating and stealing a year and a half behind. At the very least, if you havent been thinkering with nanoKnowledge, it may be time for you to G find out how now. K
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USA
Creativity by choice, not by chance: developing imagination in the intelligence community
Steven Dahlberg
GENERAL MANAGER CREATIVE EDUCATION FOUNDATION HADLEY, MASSACHUSETTS Steve is general manager for the US based Creative Education Foundation. He's taught creative thinking at two universities, and edits the 'ageing as exile?' blog. He's currently exploring creative ageing/retirement and creative communities/cities.
Additional reading
Imagination is Everything By Robinder Sachdev, Founding Principal, The Imagindia Institute at New Delhi Diverse, Not Divided By Christopher Farrell, Contributing Economics Editor, BusinessWeek
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USA
think creatively personally, professionally and globally. Doing so will produce innovative ideas for new products and industries, will build stronger and inclusive communities, will engage people in meaningful work, and will educate children in a life-long skill that can be applied to any endeavor. How can creativity and imagination specifically be applied to improving the intelligence community? They can have better outcomes if they apply a solid process for imaginative thinking in the right culture with the right people and leadership. Creativity can be taught, nurtured and applied by focusing on creative development in these areas:
In 1977, creativity researcher Sidney Parnes said that research has shown that all of us can learn to better understand and appreciate our own creative potential, as well as to nurture it more fully in individuals and groups for whom we have responsibility. This is the exciting challenge of our age to help more and more people in our society to achieve the delicate balance of productive creativity. This is still our challenge not just for fighting terrorism but for engaging people in meaningful activity so that they can contribute their creative thinking and G efforts to making the world a better place. K
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United Kingdom
Bruce asks whether Knowledge has any value without Wisdom?
Notes:
1 Wildridge, V. et al (2004) How to create successful partnerships a review of the literature. Health Information and Libraries Journal, 21 (Suppl.1), 3-19 2 Mattessich, P.W. et al (2001) Collaboration: What makes it work. 2nd edn. Saint Paul, Minnesota: Amherst H. Wilder Foundation. 3 Gray, B. (1989) Collaborating: Finding common ground for multiparty problems. San Francisco: Josey Bass. This piece is based on an earlier version published in EAHIL Newsletter to European Health Librarians, August 2004, No 68
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Hong Kong
There may be growing awareness of the knowledge economy but this isnt yet filtering through to the job market
Waltraut Ritter
DIRECTOR KNOWLEDGE ENTERPRISES Waltraut is the Director of Knowledge Enterprises, a research and advisory company based in Hong Kong . She has been involved in KM assignments since 1989, and led projects in a wide range of industry and business sectors, with a focus on R&D intensive organizations. Besides her work, she researches and teaches KM at the HK Polytechnic University and the Hong Kong University. She also chairs the HK Knowledge Management Society.
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Canada
Dave asks what if we were to create a new process that would automatically canvass everyone in the company and every current and potential customer of the company
Dave Pollard
FOUNDER, MEETING OF MINDS TORONTO, CANADA Dave was the Canadian CKO and Global Director of Knowledge Innovation at Ernst & Young from 1994-2003, following twenty years as an Entrepreneurial Services leader. His new business, Meeting of Minds, offers Knowledge Management, Business Innovation and Entrepreneurship advisory services
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Canada
1. Qualifying and ranking the issues, aspects or components of the problem (in our example, is the new product failing in all or only certain markets?, Were the expectations unreasonable?, etc.) 2. Qualifying the root causes of the problem (in our example, they could include poor pricing, bad timing, poor marketing, competitive disadvantages etc.) 3. Qualifying and ranking alternative solutions that address the root causes (in our example, if poor pricing was the #1 rated root cause, solutions might include lowering the price, changing to distribution channels where the existing pricing is more acceptable etc.) 4. Critiquing and validating the proposal to implement the solution(s). At each applicable stage in the process, employees, customers and prospective customers, most of them novices at decision-making, would be canvassed for their opinions: Are these the right alternatives to consider, and if so, in what order of priority. The Wisdom of Crowds answers could be benchmarked against the answers of both internal experts (marketing managers in our example) and external experts (marketing consultants in our example). My moneys on the crowd, and would have been even if I hadnt read Surowieckis book. This raises all kinds of interesting questions and opportunities, of course. Some things to consider: The model above assumes that crowds need some limits to the alternatives they consider; that the assessments they make must be selections from a finite list of alternatives. Surowiecki explains that crowds are brilliant at guessing the number of jelly-beans in a jar (the average guess is almost always very close), determining the best retail price for a new product, or even pinpointing the location of a missing submarine in the Pacific Ocean. But what about more open-ended problems? The crowd may be smart, but are they also imaginative, creative, capable of inductive reasoning and inference? Can the crowd solve the problem of TiVos struggle with profitability, or the inability of China to produce quality products, or the inability of pharmaceutical
companies to make as high a margin on drugs that cure killer diseases as they make on Viagra, or the dearth of new products and ideas in the banking, insurance, and residential construction industries? Can they give us some ideas on the best ways to combat global warming, or help the SEC predict which company will be the next Enron? How do you reward or motivate the crowd to participate in the problem-solving and decision-making process? As much as we want to help our employers and suppliers make good decisions, we are already surveyed to death. How much should we pay employees and customers to
Solution Team
Gather Facts & Assess Unknowns
Wisdom of crowds
Articulate Issue Components For top-ranked Components Identify Root Causes For qualifying Root Causes Identify Alternative Solutions For top-ranked Alternatives Confirm Decision & Propose Implementation Qualify & Rank Alternative Solutions Qualify Root Causes Qualify & Rank Components
Implement Decision
participate? Do we game the system so that only the participants who come closest to the crowd consensus get paid? Or is the recognition of being acknowledged as the wisest in the crowd, the guy who always guesses the right number of jellybeans, reward enough? Surowiecki shows what anyone who has worked in the brokerage industry already knows: that the highlypaid stock market investment analysts and economists dont do any better than the average Joe at predicting where markets are going. Could broad recognition of this fact create a crisis of confidence in markets, and in business in general? And what will all the displaced experts, consultants, gurus and executives do when their competency proves to be overpriced and unneeded? The opportunities for using collective wisdom to reduce the cost of not knowing is not limited to the private sector: Could the Wisdom of Crowds have told us that there were no WMD in Iraq, or warned us that the 9/11 attacks were coming? Could it have predicted the Great Blackout of 2003, SARS and Mad Cow outbreaks, or the precise route of the 2004 hurricanes? While these may seem improbable tasks for amateur crowds to solve, some of the successes in Surowieckis books are just as amazing and incredible. What if we all knew what we all know? I confess to being something of an evangelist on this subject: Ive written about it so often that when you Google "The Wisdom of Crowds", my weblog How to Save the World ranks behind only the books publisher and Amazon in the results. But creating the infrastructure to capture collective wisdom would be inexpensive, and unless Surowieckis theories turn out to be discredited when theyre put to more demanding tests (which I dont think will happen) the development of canvassing processes and technologies would seem to present enormous opportunities for companies large and small to reduce cost of failure and risk, and to innovate more effectively. These opportunities might even be enough to spark a resurgence in respect G and demand for knowledge management. K
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NEWS
Danger from content
Briefing
Content Strategy, Poor Data Quality, Google Search Appliance
Companies wrestle to implement an effective content strategy
Companies are failing to address their content requirements by only concentrating on the technology and processes issues, leaving themselves in danger of having out of date and irrelevant content on their websites. Over the past five years, content has catapulted up the priority list for major companies. Key drivers for this change include significant growth in commerce and customer management through digital business channels, plus demand for more effective knowledge management within companies due to the proliferation of business channels. Inevitably, companies seeking improved content capabilities have invested heavily in content management systems. However, many of these same companies now recognise that attaining success with Content requires attention beyond managing content with better systems and processes. Instead, all stages of content must be addressed, from origination through to publication, reviewing ownership, governance and working practices, as well as taxonomy, categorisation, systems and processes. For many companies, looking at all of these elements holistically represents an overwhelming challenge. lack the ability to diagnose just how bad their data is. Butler Groups Report on Data Quality and Integrity makes the following points and recommendations: The only way to improve data quality is for the issue to be owned by the business. IT departments may enact the solution but lack the capability to address the problem. A board-level mandate is required to effectively push this through with the CIO acting as the intermediary between the business and the IT department. If you do not have a focused data quality strategy in place then you have to assume that you have a data quality problem. However, an enterprise-wide strategy is only needed for identifying the areas of the business that are affected by poor data, and those whose need is greatest. Technology solutions should only then be applied to these areas as the cost and complexity of ensuring high quality data throughout the organisation is both prohibitive and unnecessary. Investment in data quality can have positive Return on Investment (ROI). It is not just something that will satisfy the auditors but is also an opportunity to drive added benefit, making processes more streamlined.
Google Search Appliance Poor data quality will seriously damage business health
Driven by the needs of external compliance regulations and internal corporate governance requirements, businesses are having to ensure data accuracy. This has been combined with the fact that more businesses are deploying enterprise-wide Business Intelligence (BI) applications that are allowing staff, partners, and customers to view and manipulate data. Where power users could manage rogue data, these new users are unable to do so and present the risk of compounding the problem. Over the next year, analyst company Butler Group predicts that the issue of data quality and ensuring data integrity will shoot up the corporate and IT agenda with most organisations discovering that they Google Search Appliance recently launched in Europe enables organizations to deliver Google-quality search results on their intranets and public websites. The company claims the product enables customers and employees to find the products and information they need. The Google Search Appliance provides fast, relevant search results for companies intranets and websites in up to 28 languages, said Dave Girouard, general manager of Googles enterprise business. European companies can now easily deploy the Google Search Appliance to provide the same reliable search results on their intranets and websites as they expect from Google web search, while minimising the time and management effort G required. K
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Saudi Arabia
A conceptual expression to guide organizations beyond our current state of thinking about strategy, structure and the alignment of human intellect to create sustainable value
Fred Vail
Fred Vail is responsible for the design and implementation of intellectual capital development programs. During 2004 Fred was instrumental in the development and launching of Gulf SoL (www.gulfsol.org) a fractal for the Society for Organizational Learning. In 2003 Fred was nominated by Harvard University, to participate in the Learning and Innovation Laboratories (LILA) and in 1999 and 2001 he was listed in Whos Who in the World for outstanding achievements in his field. Previously Fred was executive director of United Telesis and a manager with Price Waterhouse in London. Frederick holds a Masters degree in Business Administration with distinction from the University of Hull, England.
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Knowledge Specialist Neg A knowledge specialist is required for a government agency with an intellectual property focus. Responsibilities include capturing and mapping initial information requirements to access external information sources; producing a document scheme for documents and correspondence to comply with FOI; developing a taxonomy for integration to corporate taxonomy and responsibility for the development and administration of the intranet site. You will have two years' experience of working with knowledge and content management solutions and previous experience of developing taxonomies. Ref: GK17513 Aberdeen Government
KM thought leadership TFPL organises CKO Summits to challenge thinking and formulate new knowledge strategies Executive reports of these summits are available to download on the tfpl website TFPL runs two KM networking bodies: the Bath Club for leaders in the public sector and Knowledge Leaders in Law for the legal sector
UK Energy, Utilities Knowledge Manager 34-37k A leading city based consulting firm requires a knowledge manager to join its energy and utilities group. Acting as a local contact for KM issues and enquiries you will develop and support local knowledge sharing initiatives including working with engagement teams throughout the UK and the KM community. You will be required to contribute to the development and maintenance of the global industry content strategy. You will have knowledge management experience within a consulting environment and must have the industry experience. Ref: GK17856 London Consultancy
Group Product Information Man ager 40-50k A cutting edge back to back distribution firm requires a group product information manager to take responsibility for managing product information lifecycle and ensuring secure and structured management high quality product data for publishing is carried out. You will have direct line responsibility for a team of up to 15 people who will assist you in maintaining quality of data whilst developing content processes and setting data product standards. You will have in-depth experience in a senior capacity from a information / content management environment Ref: GK17867 Northants or Oxford Engineering
To apply for any of these positions please email recruitment@tfpl.com or call on +44 (0)20 7251 5522
tfpl
TFPL Ltd., 17-18 Britton Street, London EC1M 5TL, United Kingdom tel: +44 (0)20 7251 5522 fax: +44 (0)20 7251 8318 email: central@tfpl.com
tfpl is an IDOX plc company
www.tfpl.com
Endpiece
Survey highlights the need for more efficient document management in the workplace.
Businesses are failing to share information because they are not effectively implementing companywide document management systems, a survey by Ricoh has revealed.
K
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