Synopsis
Many organisations are cutting back in the areas of human resource development due to global economic stress. This doesn't make it easy for organisations and KM managers who are looking to develop knowledge capacity. This challenge can potentially lead to damaging the organisation's core competitive advantage. It is the organisation that recognises this that will succeed, even in a struggling global economy. Knowledge-hungry organisations need knowledge management (KM) and they need it now. The general opinion is that KM is underperforming. Current models, theories and practices are not working. The KM concept is hard to define and the variables, or components, that make up the process are difficult to identify and measure. This report provides practical solutions to these issues that are slowing the performance of arguably one of the most valuable strategic management tools available to an organisation. Redefining KM provides methodologies and best practices to: - Define and understand current knowledge management strategies; - Identify current KM weak areas within organisations; - Implement KM for performance-driven processes, strategic decision-making and tactical performance; - Understand, implement, and communicate KM as a strategic management tool; - Improve internal control and communication with individuals, teams and management; and external parties; - Nurture individual, group and organisational knowledge and turn it into value-based KM practices. Drawing on original research, surveys, interviews and case studies from large multi-national organisations Redefining KM provides evidence-based KM models and tools to improve KM decision-making and drive performance.
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About the Author
David has a wealth of international experience working in public, private and third sectors. He is the managing director of K3-Cubed Ltd (www.k3cubed.com); a new people-centric KM consulting company based out of the University of Edinburgh and he has worked on KM consulting projects in Europe, North America, Asia Pacific and the Middle East. A regular public speaker, David delivers workshops at international KM and innovation conferences, where he focuses on overcoming dissatisfaction in techno-centric KM practice through people-based practice. David has published several KM articles, the latest being a case study on KM practice in emerging markets, published by the Journal of Knowledge Management Practice. He also writes KM case studies for the Chartered Institute for Professional Development case study club. His latest venture is a KM observatory project, which aims to map KM practice and the causality of dissatisfaction in the field. David also lectures on Managing Learning and Knowledge at the University of Edinburgh and is a senior visiting tutor at the Arab Open University. He does not see himself as an academic, but rather as a practitioner attempting to solve real-world problems through evidence-based research.
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Redefining KM: New Principles for Better Practice
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