Rethinking Public Sector Knowledge Management

Knowledge management is essential if government is to realise its ambitions for reformed, joined-up, citizen-centric public services. Yet the subject has often found itself in the headlines for the wrong reasons: big knowledge management initiatives have a high failure rate. It’s our opinion that this is caused mainly by some combination of taking a ’big bang’ approach and starting with the technology. We believe that knowledge management will work in the public sector only if we break down the strategic requirements into very specific, measurable business outcomes and then support these with appropriate change and technology initiatives.

Know problem   PDF [922KB]

Whose opinion?

Graeme Mackay

Graeme is a managing consultant and part of Fujitsu Services corporate KM team. Based in Edinburgh he is particularly interested in the people and culture aspects of KM, believing that it is people, not technology, that are most adept at handling the complexity of the modern workplace. Away from work Graeme enjoys cycling and is also keen on cooking, although usually not at the same time.

graeme.mackay@uk.fujitsu.com

Nick Plimley

Nick is a managing consultant, MBA and chartered engineer. He is head of knowledge management for our government business unit and also leads the strategic bid operations function. Nick embraces the need for continuous improvement and leads others in achieving significant change. Away from work he enjoys alfresco dining, when the good old British weather allows, is a keen cook and enjoys a good glass of nicely chilled Chablis.

nicholas.plimley@uk.fujitsu.com