| Description |
1 online resource (xx, 315 pages) : illustrations |
| Contents |
Exploring the Oxymoron -- What's in a Name? -- The Publisher and the Krona -- Exploring Knowledge Management -- Defining Knowledge -- Tacit and Explicit Knowledge -- Defining Knowledge Management -- Organizational Drivers for Knowledge Management -- And the Winners Are -- More Models Than a Car Show -- The World Has Changed, Says Peter Drucker -- What the Krona Started -- Employee Competence -- Internal Structure -- External Structure -- From Making Bread to the Knowledge Spiral -- Creating a Learning Organization -- Mapping How Value Is Created -- What's a Chief Knowledge Officer? -- Somebody Has to Do It -- Stranger from Outside or Hire Within? -- In Search of the CKO -- CKOs Are Evangelists -- CKOs Are Entrepreneurs -- CKOs Are Persuaders -- CKOs Are Communicators -- CKOs Are IT Savvy -- But What Do They Do? -- Where Do They Perch? -- Knowledge Management Success Stories -- Introducing Knowledge Masters at Hewlett-Packard Consulting -- What We Want to Be -- Going for a Trial Run -- Phase One -- Phase Two -- Phase Three -- Keep the Fire Burning -- The Learning Organization at British Petroleum -- The Virtual Team Pilot -- How BP Learns Before, During, and After -- Comparing HPC and BP -- Developing a Strategy -- Fundamentals of a Good KM Strategy -- Tailoring KM Strategy for Your Organization -- Look at Your Starting Point -- Advantages of an Executive Sponsor -- Developing the KM Pitch -- One Big Strategy or Multiple Projects? -- Connecting People or Writing Things Down? -- Start Small -- Why It's a Good Idea to Start with a Pilot -- Start with a Pilot -- Do Your Homework -- Define What "Done" Looks Like -- Involve the End Users -- Picking a Winner -- What's the Buzz? -- Learn as You Go -- Start with Several Pilots -- Plan on Going Big -- Form Your Band of Revolutionaries -- Building the Infrastructure -- Deciding Where KM Belongs in the Organization -- Decentralized Organizations -- Centralized Organizations -- Home Sweet Home -- Doing the Budget -- Developing Your Core Team -- Outside-the-Organization Memberships -- Celebrations -- Creating New Roles and Funky Titles -- Forming a Steering Committee -- Communities of Practice--The Killer Application -- The Platypus of Organizational Structures -- The Three Dimensions of a Community of Practice -- The Life Cycle of the Community Platypus -- Planning -- Start-Up -- Growth -- Sustainment -- Closure -- The Most Important Member, the Community Coordinator -- Helping the Community to Develop the Practice -- Helping the Community Develop as a Community -- Launching a Community of Practice at SAP America -- Laying the Foundation -- Liftoff for the Community -- Strategic Choices for Connecting People to People -- Look in the Yellow Pages -- Yellow Pages for Expertise -- Keys for Success -- Danger Ahead -- Automation -- Best Practice Systems -- Best Practices Help the American Red Cross -- Making People-Finders Part of a Larger System -- More Connection Choices -- Minds Going out the Door -- What? -- So What? -- Now What? -- Minds in Different Places: Transferring Strategic Knowledge -- The Day-to-Day Stuff: Capturing and Transferring Knowledge -- Choosing Approaches -- Can't Live with IT; Can't Live Without IT -- Why Your CIO Has Gray Hair -- IT Serves the Needs of the Business -- Understanding the Business -- Building Internal Relationships -- Looking Ahead -- Showing Value -- Setting Standards -- Going Around the World -- Other Causes of CIO Stress -- Nets, Nets, Nets -- Net 1: The Internet and the World Wide Web -- What an Intranet Is -- What You Can Do on an Intranet -- Benefits of an Intranet -- Building an Intranet -- Before You Leap -- The Minimum It Takes -- How to Start a Pilot -- Maintaining the Intranet -- What Is an Extranet? -- Between You and Me with Collaborative Tools -- Characteristics of Collaborative Tools -- The Lowly but Popular E-mail -- Talking Together Electronically -- Electronic Meeting Systems -- Working Together -- Shared Documents -- Shared Databases -- The Electronic Whiteboard -- Videoconferencing -- Putting It All Together: Integrated Solutions -- Finding the Information You Need -- Staying Out of the Junkyards: Managing Content -- Managing Content with Taxonomies and Search Engines -- A Taxonomy in Action -- Search Engines -- One-Stop Shopping with a Portal -- The Showstopper of Culture -- Culture Is You, Me, and Everybody Else -- The Three Levels of Organizational Culture -- Culture Is Learned -- Culture Is Stable -- The Importance of Understanding Culture -- Seeing the Invisible -- Working with Organizational Culture -- Change the Way People Work -- Discovering the Shadow Organization -- Helping Leaders to Walk the Talk -- Leaders Are Always on Display -- This Means You, Too, Change Agent -- The Importance of Middle Management -- Aligning Rewards and Recognition -- Creating New Heroes -- Managing the Change -- The Change Process -- The Future State -- The Current State -- The Transition State -- Resistance to Change -- A Road Map for the Journey -- How Big Is the Change? -- Who's for You? Who's Against You? -- Learning the New Ropes -- Spreading the Word Far and Wide -- Refining Your Message -- Telling a Story of the Future -- Awareness to Commitment to Passion -- Awareness -- Commitment -- Passion -- Help from Communications Experts -- Other Tools in Your Communication Kit -- A Xerox Tool -- Concept Visualization Video -- Your Press Kit -- Putting Together a Communications Plan -- Continuing to Listen -- Keeping Score -- You Get What You Measure -- Measure for a Purpose -- Past and Future -- Too Many Measures Is Too Much -- Ride the Wave of the Current System -- Coping with Skeptics -- Combine Numbers with the Story Behind Them -- You Are What You Present -- Developing Measures -- Determining Your Goals -- Naming Your Audience -- Defining the Measures -- Deciding What Data Will Be Collected and How -- Displaying and Analyzing Your Measures -- Looking at Your Team of Measures -- Reaching Retirement Age and Other Employment Rules -- A Sampler of Measurement Approaches -- Developing a Balanced Scorecard of Measures -- Determining a Return on Investment for Knowledge Assets -- Measuring If Knowledge Management Has Grown Up -- Asking Employees What They Think -- Measuring Intellectual Capital -- A Typology for Measuring Intellectual Capital -- Intangible Assets Monitor -- Three Categories -- A Generic Example of Typical Indicators -- The Celemi Intangible Assets Monitor -- The Skandia Navigator -- Intellectual Capital Index -- Possible Pitfalls -- Settling In for the Long Haul -- Where Did We Go Wrong? -- Build IT and They'll Come -- Ignoring Critical Differences -- A Kinder, Gentler Place by Tomorrow -- Betting the Farm on a CEO or Other Sponsor -- Stopping Before You're Done -- Moving to the Big Time -- How Long Will It Take? -- Time Line at Hewlett-Packard Consulting -- Time Line for British Petroleum -- Consolidating Lessons Learned -- Expanding the Effort -- Looking Again -- The Rush for Gold -- Ramping Up -- Paying for Your Sins -- Part of the Establishment -- Lagniappe: The Thirteenth Doughnut -- IT Support for Personal Knowledge Management -- Managing Your Personal Capital -- Knowledge Stock -- Knowledge Currency -- Knowledge Flow -- Connecting Yourself to People -- Giving to Get -- Making Connections -- Tips on Networking -- Forming a Network of Mentors |
| Bibliography |
Includes bibliographical references (pages 299-303) and index |
| Notes |
Print version record |
| Subject |
Knowledge management.
|
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BUSINESS & ECONOMICS -- Information Management.
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BUSINESS & ECONOMICS -- Knowledge Capital.
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Knowledge management
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Kennismanagement.
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| Form |
Electronic book
|
| ISBN |
9781440689932 |
|
1440689938 |
|
9781440695650 |
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1440695652 |
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