The Complete Idiot's Guide to Knowledge Management

The Complete Idiot's Guide to Knowledge Management

by Melissie Clemmons Rumizen
The Complete Idiot's Guide to Knowledge Management

The Complete Idiot's Guide to Knowledge Management

by Melissie Clemmons Rumizen

eBook

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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 Guide® 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 Guide®, 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: 9781440695650
Publisher: DK
Publication date: 09/01/2001
Series: COMPLETE IDIOT'S GUIDE
Sold by: Penguin Group
Format: eBook
Pages: 360
File size: 4 MB

About 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 1Exploring the Oxymoron1
1What's in a Name?3
The Publisher and the Krona4
Exploring Knowledge Management6
Defining Knowledge6
Tacit and Explicit Knowledge8
Defining Knowledge Management9
Organizational Drivers for Knowledge Management9
And the Winners Are11
2More Models Than a Car Show15
The World Has Changed, Says Peter Drucker16
What the Krona Started18
Employee Competence18
Internal Structure19
External Structure19
From Making Bread to the Knowledge Spiral20
Creating a Learning Organization22
Mapping How Value Is Created23
3What's a Chief Knowledge Officer?27
Somebody Has to Do It28
Stranger from Outside or Hire Within?29
In Search of the CKO30
CKOs Are Evangelists31
CKOs Are Entrepreneurs31
CKOs Are Persuaders32
CKOs Are Communicators33
CKOs Are IT Savvy34
But What Do They Do?34
Where Do They Perch?35
4Knowledge Management Success Stories37
Introducing Knowledge Masters at Hewlett-Packard Consulting38
What We Want to Be38
Getting Started39
Going for a Trial Run40
Phase One40
Phase Two42
Phase Three42
Keep the Fire Burning43
The Learning Organization at British Petroleum43
The Virtual Team Pilot44
How BP Learns Before, During, and After45
Comparing HPC and BP46
Part 2Getting Started49
5Developing a Strategy51
Fundamentals of a Good KM Strategy52
Tailoring KM Strategy for Your Organization52
Look at Your Starting Point54
Advantages of an Executive Sponsor56
Developing the KM Pitch57
One Big Strategy or Multiple Projects?58
Connecting People or Writing Things Down?59
6Start Small63
Why It's a Good Idea to Start with a Pilot64
Start with a Pilot66
Do Your Homework66
Define What "Done" Looks Like66
Involve the End Users67
Picking a Winner67
What's the Buzz?68
Learn as You Go69
Start with Several Pilots70
Plan on Going Big70
Form Your Band of Revolutionaries70
7Building the Infrastructure73
Deciding Where KM Belongs in the Organization74
Decentralized Organizations74
Centralized Organizations75
Home Sweet Home76
Doing the Budget76
Developing Your Core Team77
Outside-the-Organization Memberships78
Celebrations78
Creating New Roles and Funky Titles79
Forming a Steering Committee81
8Communities of Practice--The Killer Application85
The Platypus of Organizational Structures86
The Three Dimensions of a Community of Practice88
The Life Cycle of the Community Platypus89
Planning89
Start-Up89
Growth90
Sustainment90
Closure90
The Most Important Member, the Community Coordinator90
Helping the Community to Develop the Practice90
Helping the Community Develop as a Community91
Launching a Community of Practice at SAP America93
Laying the Foundation93
Liftoff for the Community95
9Strategic Choices for Connecting People to People97
Look in the Yellow Pages97
Yellow Pages for Expertise99
Keys for Success100
Danger Ahead101
Automation101
Best Practice Systems102
Best Practices Help the American Red Cross103
Making People-Finders Part of a Larger System105
10More Connection Choices107
Minds Going out the Door108
Part 1What?109
Part 2So What?110
Part 3Now What?111
Minds in Different Places: Transferring Strategic Knowledge112
The Day-to-Day Stuff: Capturing and Transferring Knowledge114
Choosing Approaches116
Part 3Can't Live with IT; Can't Live Without IT117
11Why Your CIO Has Gray Hair119
IT Serves the Needs of the Business120
Understanding the Business120
Building Internal Relationships121
Looking Ahead121
Showing Value123
Setting Standards123
Going Around the World124
Other Causes of CIO Stress126
12Nets, Nets, Nets129
Net 1: The Internet and the World Wide Web130
What an Intranet Is131
What You Can Do on an Intranet132
Benefits of an Intranet133
Building an Intranet134
Before You Leap134
The Minimum It Takes135
How to Start a Pilot135
Maintaining the Intranet136
What Is an Extranet?137
13Between You and Me with Collaborative Tools139
Characteristics of Collaborative Tools139
The Lowly but Popular E-mail141
Talking Together Electronically144
Electronic Meeting Systems145
Working Together146
Shared Documents146
Shared Databases146
The Electronic Whiteboard147
Videoconferencing147
Putting It All Together: Integrated Solutions148
14Finding the Information You Need151
Staying Out of the Junkyards: Managing Content152
Managing Content with Taxonomies and Search Engines154
A Taxonomy in Action156
Search Engines156
One-Stop Shopping with a Portal157
Part 4The Showstopper of Culture161
15Culture Is You, Me, and Everybody Else163
The Three Levels of Organizational Culture164
Culture Is Learned165
Culture Is Stable166
The Importance of Understanding Culture168
Seeing the Invisible169
16Working with Organizational Culture173
Change the Way People Work173
Discovering the Shadow Organization175
Helping Leaders to Walk the Talk177
Leaders Are Always on Display178
This Means You, Too, Change Agent178
The Importance of Middle Management178
Aligning Rewards and Recognition179
Creating New Heroes180
17Managing the Change183
The Change Process184
The Future State184
The Current State185
The Transition State186
Resistance to Change186
A Road Map for the Journey188
How Big Is the Change?188
Who's for You? Who's Against You?189
Learning the New Ropes190
18Spreading the Word Far and Wide193
Refining Your Message193
Telling a Story of the Future194
Awareness to Commitment to Passion196
Awareness197
Commitment197
Passion198
Help from Communications Experts198
Other Tools in Your Communication Kit199
A Xerox Tool199
Concept Visualization Video200
Your Press Kit201
Putting Together a Communications Plan202
Continuing to Listen203
Part 5Keeping Score205
19You Get What You Measure207
Measure for a Purpose208
Past and Future208
Too Many Measures Is Too Much210
Ride the Wave of the Current System211
Coping with Skeptics212
Combine Numbers with the Story Behind Them213
You Are What You Present214
20Developing Measures217
Determining Your Goals218
Naming Your Audience218
Defining the Measures220
Deciding What Data Will Be Collected and How222
Displaying and Analyzing Your Measures223
Looking at Your Team of Measures224
Reaching Retirement Age and Other Employment Rules225
21A Sampler of Measurement Approaches227
Developing a Balanced Scorecard of Measures228
Determining a Return on Investment for Knowledge Assets230
Measuring If Knowledge Management Has Grown Up232
Asking Employees What They Think234
22Measuring Intellectual Capital239
A Typology for Measuring Intellectual Capital240
Intangible Assets Monitor241
Three Categories242
A Generic Example of Typical Indicators244
The Celemi Intangible Assets Monitor244
The Skandia Navigator245
Intellectual Capital Index246
Possible Pitfalls247
Part 6Settling In for the Long Haul251
23Where Did We Go Wrong?253
Build IT and They'll Come254
Ignoring Critical Differences255
A Kinder, Gentler Place by Tomorrow257
Betting the Farm on a CEO or Other Sponsor259
Stopping Before You're Done261
24Moving to the Big Time263
How Long Will It Take?264
Time Line at Hewlett-Packard Consulting264
Time Line for British Petroleum265
Consolidating Lessons Learned266
Expanding the Effort267
Looking Again267
The Rush for Gold267
Ramping Up268
Paying for Your Sins269
Part of the Establishment270
25Lagniappe: The Thirteenth Doughnut275
IT Support for Personal Knowledge Management276
Managing Your Personal Capital277
Knowledge Stock277
Knowledge Currency277
Knowledge Flow278
Connecting Yourself to People279
Giving to Get279
Making Connections281
Tips on Networking281
Forming a Network of Mentors283
Appendices
AGlossary285
BWeb Sites293
CBooks and Articles299
Index305
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