Unlocking Value: KM as a Strategic Management Tool

Unlocking Value: KM as a Strategic Management Tool

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Description

The realisation of many commonly held business objectives are inextricably linked with a need for effective knowledge-sharing behaviours. In order to adapt to change, innovate, and improve productivity, effective knowledge sharing is paramount. Many key management tasks, for example management decision making and strategic communications, are also underpinned by knowledge management principles. This report illustrates that KM, when leveraged effectively, is a powerful management tool with the ability to add value across businesses processes, and which can both impact and drive an organisation's strategy. Unique selling points: This report highlights how KM interacts with management strategies and therefore how it helps to realise business objectives. Expert contributors analyse the topic from a variety of viewpoints, and discuss topical KM issues (for example, the rise of big data and 'information overload', and the importance of innovation and agility within organisations).
Global case studies feature the Royal Air Force, National Audit Office, a global consultancy company, and a global service provider to the energy industry, and illustrate the principles of the report being used in practice.
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Product details

  • Paperback | 118 pages
  • London, United Kingdom
  • 1783580895
  • 9781783580897

Table of contents

Contents III Contents Executive summary ... VII About the authors ... IX From traditional to dynamic knowledge management - Why KM is more necessary today than ever before ... 1 By Klaus Jochem, IT manager, Bayer Technology Services Introduction ... 1 What is dynamic knowledge management? ... 2 The KM life cycle in dynamic KM ... 4 Challenges ... 5 Associated traditional KM life cycle ... 6 Conclusion ... 7 Understanding the power of narrative intelligence - Energising organisational learning and strategic communications ... 9 Madelyn Blair PhD, speaker and consultant, and Denise Lee, director at Pricewaterhouse Coopers Introduction ... 9 Organisational learning ... 9 Strategic communications ... 9 Story ... 11 Narrative ... 11 Narrative intelligence and organisational learning ... 12 Energising strategic communication through narrative intelligence ... 13 Closing and conclusions ... 13 Problem solving, multitasking, and management decision-making ... 15 By Stephen Bounds, director and principal consultant, knowquestion Models of decision-making ... 15 The centrality of context ... 16 The problem solving pattern ... 16 Problem solving methodologies ... 17 Problem solving for management ... 19 Action items are not multitasking ... 20 Multitasking concepts ... 21 Applying multitasking concepts to management ... 21 Contents IV Innovating with the knowledge you have ... 25 By Rob Bogue, author, speaker, strategist, and consultant The meaning of innovation ... 25 Innovate differently ... 26 Innovation as change ... 26 State of the industry and state of the art ... 27 From knowledge to innovation ... 27 The buzz about social ... 28 Applying what you know ... 29 Summary ... 30 Promoting knowledge management as core business ... 31 By Shelda Debowski, senior consultant, Higher Education Development Identifying 'core knowledge' ... 32 Capturing and managing core knowledge ... 33 Promoting the integration of core knowledge ... 35 Cultivating consistent knowledge application across all business units ... 36 Building organisational capacity and learning ... 37 Implications for leaders promoting knowledge as core business ... 39 Not managing knowledge - A knowledge management strategy ... 41 By Steve Moore, business strategy and change consultant Organisational knowledge stores ... 41 Exposing organisational knowledge ... 42 Matching business and knowledge management strategies ... 43 Developing a knowledge management strategy ... 45 Summary ... 47 Knowledge is the business ... 49 By Katrina (Kate) Pugh, academic director, Columbia University Information and Knowledge Strategy Masters programme, and Thomas A. Stewart, chief marketing and knowledge officer, Booz & Company Framing the lesson: the strategy process ... 50 Knowledge-based strategy ... 52 Knowledge-driven strategy ... 52 Three cases of knowledge-driven strategy ... 53 How can you 'take knowledge to market'? ... 54 The new work of knowledge leaders ... 57 Toward the new skillset for knowledge-driven strategy ... 59 Social interaction - Beyond compatible goals ... 61 By Albert J. Simard, knowledge manager, Defence Research & Development Canada Introduction ... 61 Sharing ... 64 Unlocking Value: KM as a Strategic Management Tool V Collaboration ... 65 Negotiation ... 69 Competition ... 71 Conclusions ... 74 Case Study: Capco - Information matters - How are you managing yours? ... 75 By Monica Danese-Perrin, global knowledge manager, Capco Intellectual property - our best asset yet ... 76 In the know - strategies and frameworks ... 76 Cultivating communities ... 77 Jack be nimble, organisations be quick ... 77 Innovation culture ... 78 Game face ... 78 Recipe for successful KM ... 78 Case study: Creating and sustaining a culture of innovative collaboration at FMC Technologies ... 81 By Kim Glover, manager of knowledge management, FMC Technologies Senior management sought global collaboration ... 81 Knowledge management starts with The EDGE ... 82 The WELL provides a home for best practices established in the edge ... 83 Empowering new employees to share starts on their first day ... 84 Governance, metrics, and change management make a difference ... 84 A corporate university expands the knowledge-sharing cycle ... 87 In summary - Cultivating continuous improvement ... 88 Case study: Knowledge management on the front line at the National Audit Office ... 89 By Nicky Gibbs, head of knowledge and information, National Audit Office Setting the scene ... 89 About the NAO ... 89 Why do we need to change? ... 89 What will be different? ... 90 KM in the new operating model ... 91 Benefits of a champions network ... 92 Planning the pilot ... 93 A plan for knowledge ... 93 The pilot so far ... 95 What we have learned ... 95 More about SharePoint (2013) ... 95 What's next? ...95 Contents VI Case study: Royal Air Force - Knowledge management as a strategic asset in defence ... 97 By David Woods, data protection and information policy, Royal Air Force Introduction ... 97 Network Enabled Capability and knowledge management ... 97 MODIS and knowledge management ... 99 Information policy and knowledge management ... 99 Workforce and knowledge management ... 101 How Defence can introduce effective knowledge management ... 101 Progress in embracing knowledge management ... 102 Conclusion ...103
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