Hi - I'm intrigued by OST, and wondering how it can be practically used in our consulting business.
Here are some specifics: 1. If the management of a business unit has already defined business needs and/or opportunities, would it make sense to use OST a. to figure out what kinds of knowledge management initiatives will meet those needs. b. to define what kind of metrics make sense to determine how effective the KM intiatives are. 2. Let's say an OST event comes up with 10 possible KM opportunities. Is it OK if that becomes a series of inputs into a management decision about which ones to follow up on? Or does that taking of control violate the whole OST paradigm? 3. In a large, global organization where even one functional group (like R&D) might be thousands dispersed across the world, can OST be done effectively in a virtual setting? Does the magical collaborative energy get generated under those kinds of virtual circumstances? Also, how do you replace the 1, 2 or 3 day offsite meeting with a virtual meeting that might have to stretch out over some extended time. I mention this because telling management that people need to stop working and start travelling and hotelling might present a big barrier to adoption in the real world I am seeking to do good work in. Thanks, Paul Roberts * * ========================================================== [email protected] ------------------------------ To subscribe, unsubscribe, change your options, view the archives of [email protected], Visit: http://listserv.boisestate.edu/archives/oslist.html
