The KM mantra is that the sum of the company is greater than the individual knowledge of each employee. That philosophy not only sums up knowledge management, but also demonstrates first-hand why KM can be so hard to implement. In the old corporate environment, individual knowledge is power. But in the new corporate economy, an individual's worth is not only based on what he or she knows, but how easily and successfully he or she shares it. Enter knowledge management. Hundreds of thousands of employees today and millions tomorrow are and will be affected by KM programs. The Complete Idiot's Guide® to Knowledge Management is a handbook for those employees and managers—not only to explain to them what is happening, but to show them how they, too, can implement practical KM solutions at any level of management or size of company. Coverage includes: KM models and concepts; getting buy-in and evangelizing; how to take a small pilot program big; why culture is so important and how to effect change; how IT drives KM and vice versa; and measurement to goals and for success.
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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.
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Book Description Alpha, 2001. Paperback. Book Condition: New. 1. Bookseller Inventory # DADAX0028641779
Book Description Alpha, 2001. Book Condition: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: I. EXPLORING THE OXYMORON. 1. What's in a Name? The Publisher and the Krona. Exploring Knowledge Management. Organizational Drivers for Knowledge Management. And the Winners Are. 2. More Models Than a Car Show. The World Has Changed, Says Peter Drucker. What the Krona Started. From Making Bread to the Knowledge Spiral. Creating a Learning Organization. Mapping How Value Is Created. 3. What's a Chief Knowledge Officer? Somebody Has to Do It. Stranger from Outside or Hire Within? In Search of the CKO. But What Do They Do? Where Do They Perch? 4. Knowledge Management Success Stories. Introducing Knowledge Masters at Hewlett-Packard Consulting. The Learning Organization at British Petroleum. Comparing HPC and BP. II. GETTING STARTED. 5. 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. 6. Start Small. Why It's a Good Idea to Start with a Pilot. Start with a Pilot. Plan on Going Big. Form Your Band of Revolutionaries. 7. Building the Infrastructure. Deciding Where KM Belongs in the Organization. Doing the Budget. 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. The Most Important Member, the Community Coordinator. Launching a Community of Practice at SAP America. 9. Strategic Choices for Connecting People to People. Look in the Yellow Pages. Yellow Pages for Expertise. Automation. Best Practice Systems. Making People-Finders Part of a Larger System. 10. More Connection Choices. Minds Going out the Door. Minds in Different Places: Transferring Strategic Knowledge. The Day-to-Day Stuff: Capturing and Transferring Knowledge. Choosing Approaches. III. CAN'T LIVE WITH IT; CAN'T LIVE WITHOUT IT. 11. Why Your CIO Has Gray Hair. IT Serves the Needs of the Business. Showing Value. Setting Standards. Going Around the World. Other Causes of CIO Stress. 12. Nets, Nets, Nets. Net 1: The Internet and the World Wide Web. Building an Intranet. What Is an Extranet? Chapter 13 - 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. Videoconferencing. Putting It All Together: Integrated Solutions. 14. Finding the Information You Need. Staying Out of the Junkyards: Managing Content. One-Stop Shopping with a Portal. IV. THE SHOWSTOPPER OF CULTURE. 15. 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. 16. Working with Organizational Culture. Change the Way People Work. Discovering the Shadow Organization. Helping. Leaders to Walk the Talk. Aligning Rewards and Recognition. Creating New Heroes. 17. Managing the Change. The Change Process. 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. 18. Spreading the Word Far and Wide. Refining Your Message. Telling a Story of the Future. Awareness to Commitment to Passion. Help from Communications Experts. Other Tools in Your Communication Kit. Putting Together a Communications Plan. Continuing to Li. Bookseller Inventory # ABE_book_new_0028641779
Book Description Alpha, 2001. Paperback. Book Condition: New. book. Bookseller Inventory # 0028641779
Book Description Alpha, 2001. Paperback. Book Condition: New. Bookseller Inventory # P110028641779