OPPORTUNITY TO GROW
Traditional information processing paradigms (i.e., paper-based work environments) of knowledge management today are mostly devoid of capabili-ties for continuous learning and unlearning brought upon by discontinuous internal and environmental change.
The core capabilities which you might confidently have today become tomorrow’s core rigidities be-cause the body of knowledge are not being given an opportunity to grow, ex-pand or renew itself.
Therefore, proper design and use of automated knowledge-based management systems ensures that adaptation and innovation of an organisation’s perform-ance and outcomes occurs in alignment with the changing dynamics of both their internal and external environments.
DYNAMIC ENVIRONMENTS
But, in order to be able help other community-based organisations work more sustainably in the dynamic environments they face at the community level, regardless of whether they are focused on health, education, employment, etc., the Foundation must necessarily first address itself building up its own core internal capacities and capabilities using ICT as the driver to help others move forward.
This enunciated objective, one among others found in its own set of Trust Deed purposes, has now become its first order of business.
ECONOMIES-OF-SCALE
For any organisation, acquiring and employing ICT-based systems is both com-plex and expensive. Complex because most people do not have knowledge or expertise in specifying detailed functionalities and features of software which they really need. Resultantly, they either get it wrong or never get down to doing it. Expensive because technology has never been known to be other-wise.
There are also challenges that arise when attempts are made to integrate dif-ferent systems under a common platform. Getting these to work seamlessly together on a wide-scale computerized network often involving remote locations that could involve thousands upon thousands of individual end-users.
Because the Foundation has a clear ICT development approach and strategy, these seemingly daunting tasks and challenges actually turn out to be oppor-tunities when viewed in light of economies-of-scale and when ‘cloud computing technologies are taken into consideration.
| What Do We Do | Scanning The Environment | A Situation Analysis |
| What We Want To Do | The Immediate Beneficiaries | Our Commitment |
Visit Site
This is the total number of vi-sits people have made to indi-vidual published web pages on this site as of a week ago.
Astounding article bro. So too is the rest of your website. Amazing stuff. The kind of content your Foundation publishes often is nicely structured and exceeds my expectations. It also contains tips I was hunting for. Am always learning about new things here. You’re at the top of my reading list. Thanks for sharing.
It occurs to me that this Foundation probably has people with extensive experience in community development and that they’re precocious enough to understand and appreciate the power of today’s modern computing and communications technologies in light of those settings.
Why do you think there’s a continued exodus of Kiwis to other parts of the world? Much as I love this country, its system of governance and outlook is so 19th Century-ish. We need good thought leaders like what your Foundation is espousing for the comunity development sector. Real change happens on the ground, not high up in the air.
Information silos destroy effective delivery of services and just creates more levels of bureacracy. It’s no wonder that government agencies spend 60-70% of their annual budget allocations to support themselves first before anything meaningful is left to spend on address societal issues.
If more community organisations are empowerd with technology and this results in more capacity and capability for stakeholders in communities, as I believe it will, then we’ll eventually see those bureacracies questioned at the polls and see meaningful changes happen.