On December 13, Charles Jennings and Jay Cross will share a vision of working smarter at a private dinner with executives from across the Netherlands. The discussion will include a case study of Thomson-Reuters, focusing on cutting-edge performance improvement, knowledge work, and the business case in senior management terms. MORE >>

I was interviewed by IT journalist Beverley Head in the summer of 2007 about the early emergence of social networks and the networked knowledge workplace. do not see how we will avoid the growing impacts on our work lives and the structure and dynamics of organizations. knowledge, trust, credibility and a need for results. MORE >>

This week, a few related knowledge management (KM) articles crossed my path and I’d like to weave them together. Leveraging collective knowledge may be our collective challenge but there are no guaranteed solutions at this time. The illusion of knowledge. Each person’s knowledge needs and knowledge use are unique. MORE >>

Because I think no one really knows what a large-scale transition to social computing and collaboration as core work activities really means for today’s (and tomorrow’s) human resources professionals and the management processes and practices they design, implement, coach and manage. Work Design (Job descriptions). MORE >>

Before industrialization, work was local or industry meant cottage-industry. About three hundred years ago, work became an organizational matter. Factories require groups of people working together. Clocks measure working hours instead of the sun. That works when the world is stable, and things remain the same over time. MORE >>