The Complete Idiot's Guide to Knowledge Management

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Overview

You’re no idiot, of course. You know that knowledge is power. However, teamwork is the key in today’s new corporate economy, and keeping things to yourself won’t benefit you or your company.

But you don’t have to reinvent the wheel! The Complete Idiot’s to Knowledge Management will show you exactly how to share information among your peers to help your company achieve greater success! In this Complete Idiot’s , you get:

  • Basic knowledge management ...
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More About This Book

Overview

You’re no idiot, of course. You know that knowledge is power. However, teamwork is the key in today’s new corporate economy, and keeping things to yourself won’t benefit you or your company.

But you don’t have to reinvent the wheel! The Complete Idiot’s to Knowledge Management will show you exactly how to share information among your peers to help your company achieve greater success! In this Complete Idiot’s , you get:

  • Basic knowledge management models and concepts.
  • Step-by-step instructions on implementing the concept within your company or group.
  • Strategies for knowledge sharing.
  • The fundamentals of trying a pilot program.
  • How information technology relates to knowledge management.
  • The importance of culture in the program.

 

Product Details

  • ISBN-13: 9780028641775
  • Publisher: Alpha Books
  • Publication date: 9/28/2001
  • Pages: 360
  • Sales rank: 397,142
  • Series: Complete Idiot's Guide Series
  • Product dimensions: 7.47 (w) x 9.12 (h) x 0.77 (d)

Meet the Author

Melissie Clemmons Rumizen, Ph.D., is Knowledge Strategist at Buckman Labs, hailed as one of the top examples of knowledge management implementation in the United States. She also developed and maintains the award-winning Buckman Laboratories Web site on knowledge management (www.knowledge-nurture.com). She has 20 years’ experience as a linguist and benchmarking and KM specialist with the U.S.  Army and National Security Agency. She joined Buckman Labs in 1997.

Table of Contents

Part 1 Exploring the Oxymoron 1
1 What's in a Name? 3
The Publisher and the Krona 4
Exploring Knowledge Management 6
Defining Knowledge 6
Tacit and Explicit Knowledge 8
Defining Knowledge Management 9
Organizational Drivers for Knowledge Management 9
And the Winners Are 11
2 More Models Than a Car Show 15
The World Has Changed, Says Peter Drucker 16
What the Krona Started 18
Employee Competence 18
Internal Structure 19
External Structure 19
From Making Bread to the Knowledge Spiral 20
Creating a Learning Organization 22
Mapping How Value Is Created 23
3 What's a Chief Knowledge Officer? 27
Somebody Has to Do It 28
Stranger from Outside or Hire Within? 29
In Search of the CKO 30
CKOs Are Evangelists 31
CKOs Are Entrepreneurs 31
CKOs Are Persuaders 32
CKOs Are Communicators 33
CKOs Are IT Savvy 34
But What Do They Do? 34
Where Do They Perch? 35
4 Knowledge Management Success Stories 37
Introducing Knowledge Masters at Hewlett-Packard Consulting 38
What We Want to Be 38
Getting Started 39
Going for a Trial Run 40
Phase One 40
Phase Two 42
Phase Three 42
Keep the Fire Burning 43
The Learning Organization at British Petroleum 43
The Virtual Team Pilot 44
How BP Learns Before, During, and After 45
Comparing HPC and BP 46
Part 2 Getting Started 49
5 Developing a Strategy 51
Fundamentals of a Good KM Strategy 52
Tailoring KM Strategy for Your Organization 52
Look at Your Starting Point 54
Advantages of an Executive Sponsor 56
Developing the KM Pitch 57
One Big Strategy or Multiple Projects? 58
Connecting People or Writing Things Down? 59
6 Start Small 63
Why It's a Good Idea to Start with a Pilot 64
Start with a Pilot 66
Do Your Homework 66
Define What "Done" Looks Like 66
Involve the End Users 67
Picking a Winner 67
What's the Buzz? 68
Learn as You Go 69
Start with Several Pilots 70
Plan on Going Big 70
Form Your Band of Revolutionaries 70
7 Building the Infrastructure 73
Deciding Where KM Belongs in the Organization 74
Decentralized Organizations 74
Centralized Organizations 75
Home Sweet Home 76
Doing the Budget 76
Developing Your Core Team 77
Outside-the-Organization Memberships 78
Celebrations 78
Creating New Roles and Funky Titles 79
Forming a Steering Committee 81
8 Communities of Practice--The Killer Application 85
The Platypus of Organizational Structures 86
The Three Dimensions of a Community of Practice 88
The Life Cycle of the Community Platypus 89
Planning 89
Start-Up 89
Growth 90
Sustainment 90
Closure 90
The Most Important Member, the Community Coordinator 90
Helping the Community to Develop the Practice 90
Helping the Community Develop as a Community 91
Launching a Community of Practice at SAP America 93
Laying the Foundation 93
Liftoff for the Community 95
9 Strategic Choices for Connecting People to People 97
Look in the Yellow Pages 97
Yellow Pages for Expertise 99
Keys for Success 100
Danger Ahead 101
Automation 101
Best Practice Systems 102
Best Practices Help the American Red Cross 103
Making People-Finders Part of a Larger System 105
10 More Connection Choices 107
Minds Going out the Door 108
Part 1 What? 109
Part 2 So What? 110
Part 3 Now What? 111
Minds in Different Places: Transferring Strategic Knowledge 112
The Day-to-Day Stuff: Capturing and Transferring Knowledge 114
Choosing Approaches 116
Part 3 Can't Live with IT; Can't Live Without IT 117
11 Why Your CIO Has Gray Hair 119
IT Serves the Needs of the Business 120
Understanding the Business 120
Building Internal Relationships 121
Looking Ahead 121
Showing Value 123
Setting Standards 123
Going Around the World 124
Other Causes of CIO Stress 126
12 Nets, Nets, Nets 129
Net 1: The Internet and the World Wide Web 130
What an Intranet Is 131
What You Can Do on an Intranet 132
Benefits of an Intranet 133
Building an Intranet 134
Before You Leap 134
The Minimum It Takes 135
How to Start a Pilot 135
Maintaining the Intranet 136
What Is an Extranet? 137
13 Between You and Me with Collaborative Tools 139
Characteristics of Collaborative Tools 139
The Lowly but Popular E-mail 141
Talking Together Electronically 144
Electronic Meeting Systems 145
Working Together 146
Shared Documents 146
Shared Databases 146
The Electronic Whiteboard 147
Videoconferencing 147
Putting It All Together: Integrated Solutions 148
14 Finding the Information You Need 151
Staying Out of the Junkyards: Managing Content 152
Managing Content with Taxonomies and Search Engines 154
A Taxonomy in Action 156
Search Engines 156
One-Stop Shopping with a Portal 157
Part 4 The Showstopper of Culture 161
15 Culture Is You, Me, and Everybody Else 163
The Three Levels of Organizational Culture 164
Culture Is Learned 165
Culture Is Stable 166
The Importance of Understanding Culture 168
Seeing the Invisible 169
16 Working with Organizational Culture 173
Change the Way People Work 173
Discovering the Shadow Organization 175
Helping Leaders to Walk the Talk 177
Leaders Are Always on Display 178
This Means You, Too, Change Agent 178
The Importance of Middle Management 178
Aligning Rewards and Recognition 179
Creating New Heroes 180
17 Managing the Change 183
The Change Process 184
The Future State 184
The Current State 185
The Transition State 186
Resistance to Change 186
A Road Map for the Journey 188
How Big Is the Change? 188
Who's for You? Who's Against You? 189
Learning the New Ropes 190
18 Spreading the Word Far and Wide 193
Refining Your Message 193
Telling a Story of the Future 194
Awareness to Commitment to Passion 196
Awareness 197
Commitment 197
Passion 198
Help from Communications Experts 198
Other Tools in Your Communication Kit 199
A Xerox Tool 199
Concept Visualization Video 200
Your Press Kit 201
Putting Together a Communications Plan 202
Continuing to Listen 203
Part 5 Keeping Score 205
19 You Get What You Measure 207
Measure for a Purpose 208
Past and Future 208
Too Many Measures Is Too Much 210
Ride the Wave of the Current System 211
Coping with Skeptics 212
Combine Numbers with the Story Behind Them 213
You Are What You Present 214
20 Developing Measures 217
Determining Your Goals 218
Naming Your Audience 218
Defining the Measures 220
Deciding What Data Will Be Collected and How 222
Displaying and Analyzing Your Measures 223
Looking at Your Team of Measures 224
Reaching Retirement Age and Other Employment Rules 225
21 A Sampler of Measurement Approaches 227
Developing a Balanced Scorecard of Measures 228
Determining a Return on Investment for Knowledge Assets 230
Measuring If Knowledge Management Has Grown Up 232
Asking Employees What They Think 234
22 Measuring Intellectual Capital 239
A Typology for Measuring Intellectual Capital 240
Intangible Assets Monitor 241
Three Categories 242
A Generic Example of Typical Indicators 244
The Celemi Intangible Assets Monitor 244
The Skandia Navigator 245
Intellectual Capital Index 246
Possible Pitfalls 247
Part 6 Settling In for the Long Haul 251
23 Where Did We Go Wrong? 253
Build IT and They'll Come 254
Ignoring Critical Differences 255
A Kinder, Gentler Place by Tomorrow 257
Betting the Farm on a CEO or Other Sponsor 259
Stopping Before You're Done 261
24 Moving to the Big Time 263
How Long Will It Take? 264
Time Line at Hewlett-Packard Consulting 264
Time Line for British Petroleum 265
Consolidating Lessons Learned 266
Expanding the Effort 267
Looking Again 267
The Rush for Gold 267
Ramping Up 268
Paying for Your Sins 269
Part of the Establishment 270
25 Lagniappe: The Thirteenth Doughnut 275
IT Support for Personal Knowledge Management 276
Managing Your Personal Capital 277
Knowledge Stock 277
Knowledge Currency 277
Knowledge Flow 278
Connecting Yourself to People 279
Giving to Get 279
Making Connections 281
Tips on Networking 281
Forming a Network of Mentors 283
Appendices
A Glossary 285
B Web Sites 293
C Books and Articles 299
Index 305

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