The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business
The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today.
- Build or retrofit your organization for new ways of working and collaboration by using knowledge management
- Adapt to today's most popular ways to collaborate such as social networking
- Overcome organization silos, knowledge hoarding and "not invented here" resistance
- Take advantage of emerging technologies and mobile devices to build networks and share knowledge
- Identify what can be learned from Facebook, Twitter, Google and Amazon to make firms and people smarter, stronger and faster
Straightforward and easy-to-follow, this is the resource you'll turn to again and again to get-and stay-in the know. Plus, the book is filled with real-world examples – the case studies and snapshots of how best practice companies are achieving success with knowledge management.
Chapter 1: Positioning Knowledge Management for the Future.
What Is Knowledge Management?
KM in a New Context.
Showcasing KM Leaders.
Chapter 2: A Call to Action.
Determine the Value Proposition.
Identify Critical Knowledge.
Locate Your Critical Knowledge.
How Knowledge Should Flow.
Chapter 3: Knowledge Management Strategy and Business Case.
A Framework for KM Strategy Development.
The Business Case for KM.
Chapter 4: Selecting and Designing Knowledge Management Approaches.
A Portfolio of Approaches.
Selecting KM Approaches.
Designing a KM Approach.
What Can Go Wrong.
Portfolio Example: Retaining Critical Knowledge.
Chapter 5: Proven Knowledge Management Approaches.
Communities of Practice.
Transfer of Best Practices.
Chapter 6: Emerging Knowledge Management Approaches.
The Promise of Social Computing.
Revealing New Facets of Information.
The New Generation of Self-Service: The Digital Hub.
The Digital Hub at Work.
Challenges and Change Management.
Chapter 7: Working Social Networking.
Guidelines for Enterprise Social Networking.
Chapter 8: Governance, Roles, and Funding.
KM Core Group.
KM Design Teams.
Investing in KM.
Balancing Corporate and Business-Unit Funding.
Chapter 9: Building a Knowledge-Sharing Culture.
Lead by Example.
Make KM Fun.
Chapter 10: Measuring the Impact of Knowledge Management.
A Portfolio of Measures.
Measuring across the Levels of Maturity.
The Power of Analytics.
A KM Measurement System.
Chapter 11: Make Best Practices Your Practices.
Above and in the Flow.
So What Do You Do Monday Morning?
Appendix: Case Studies.
About the Authors.
DR. CARLA O'DELL, one of the world's leading experts in KM, is president of APQC. She is the coauthor of numerous books and writes frequently for leading journals and magazines, as well as APQC's KM portal (www.apqc.org/km), and is a sought-after keynote speaker.
CINDY HUBERT is the executive director of APQC's delivery services. Over the past fifteen years, Hubert and her team have worked with more than 450 organizations using APQC's proven KM methodologies. She writes frequently for leading journals and magazines and is consistently among the highest-rated speakers at internal and external conferences.