Re: Do you have a Knowledge Officer?

On 29 Sep, 09:16, Robert <n...@xxxxxx> wrote:
On Sat, 29 Sep 2007 15:53:58 +1200, "Pete Dashwood" <dashw...@xxxxxxxxxxxxxxxxxxxxxxxxx>
wrote:

I thought the last sentence in this document was rather amusing.

http://www.informationweek.com/shared/printableArticle.jhtml?articleI...

Does anyone in the forum work in a Company the retains a Knowledge Officer?

Any thoughts about this?

Ours used to be in the US, but the job is now outsourced to India, where they got a whole
team for half the cost of one US executive. It appear to be doing a great job. Problem
is, but we can't understand what they're saying. Our Indian colleagues talk to the
knowledge people in Hindi and translate for the rest of us.

Now management wants to move the job to Iran, where Tata has the first team certified at
CMM Level 6. At CMM Level 5, we hearned from our mistakes. That source of knowledge dried
up when we stopped making mistakes. It made us realize we were just skimming the surface
of epistomology. Creating new fundamental knowledge requires digging deep into he soil,
which has traditionally been the domain of mystics. CMM 6 brings discipline to what was
once considered an art. It empowers every business, no matter how mundane, to tap into
oneness in experience with the Godhead. Researchers found that Sufism, as expressed in the
Rubaiyat of Omar Khayyam (Fitzgerald translation), provides an ideal methodology
framework. For instance, this quatrain supports the monotonicity of waterfall:

"The Moving Finger writes: and, having writ,
Moves on: nor all thy Piety nor Wit
Shall lure it back to cancel half a Line,
Nor all thy Tears wash out a Word of it."

In actual practice, the methodology involves structured meditation by a Senior Knowledge
Officer, sko or shaykh, evidenced by records filed by an apprentice or shaykh. After
appropriate peer review and signoffs, the Master's insights are entered into one of the
Six Subtleties. From there, an overnight batch process using a proprietary neural network
takes over, extracting the new knowledge synthesized that day, which is stored it in a
knowledgebase (Kabbalah) automatically keyed to a Requirements Tracability Matrix. The
goal of the project is to create a superior universe. The best they've done so far is five
Sephirots. The deliverable was a Divine Light that lasted 15 milliseconds, but no souls
were instantiated for the demo. Market research has yet to establish whether demand for
universes warrants a full pilot.

Producing universes this way can be quite cost effective. The pay rate for senior Sufi
mystics is $1.17 per hour (no benefits), which translates to a bill rate of $80-100. Tata
estimates 50,000 billable mystic-hours per universe. "Before we organized them, they
worked at it 1,500 years without producing squat," said team lead Gautam Khomeini.

This confused me. At first I thought Judson was converting then I
realised RW wasn't being too serious. Relief.

Why bother with a Knowledge Officer? In my experience, the management
does not value information held in either their employees' heads or on
paper. Valued staff are let-go because they are too expensive or 'unco-
operative' (or even just people who were in place before the manager
arrived). Documentation is not maintained; all too often, updates are
completed with no time allotted to update documentation. So knowledge
is not important.

Now that you can hire a team of Gurus with first-class degrees in
India for the price of the coffee machine in your office, there is no
need to worry about knowledge (after all, if the guru has a 1st then
they don't need documentation).

As for Robert's 4-hour escalation in the knowledge free guru
environment: when I worked on a support team we were held to 30
minutes before being ceremonially dis-embowelled (failure was not
tolerated).

.

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