26/06/2014 Leave a comment
This week has seen a number of articles and some TV coverage about the release of Google Glass for sale in the UK. The coverage has touched on many aspects of this new technology (and alternatives from competitors) and has covered everything from the look and appearance of the eyewear; it’s current and potential uses; to concerns about issues of privacy related to the taking of photographs and videos.
Whilst it will be a while yet before the social, business, organisational, and regulatory implications arising from the introduction of this new technology are known, there can be no doubt that with it (and technologies like it) comes change and the associated intended and unintended consequences.
As a management discipline, Knowledge Management has adapted and evolved over recent years to take advantage of updates to existing, and the availability and introduction of new, ‘enabling’ technologies.
Any knowledge manager who saw the coverage about the use of Google Glass to broadcast a surgical procedure being undertaken at the Royal London Hospital live to students around the world will be able to see the potential of this new technology in supporting the sharing and transferring of knowledge in their organisation.
That said, whilst it is very easy to get enthused (perhaps seduced?) by the latest technology and all that it can (on paper and via stories) offer, knowledge managers will also be aware that technology is but one of the enablers of knowledge management; and that technology alone, without the supporting business processes and ‘people/use/implementation’ aspects considered and aligned, is just technology.