Knowledge Management: Linchpin of Change

✍ Scribed by Sylvia P. Webb

• Publisher: Routledge
• Year: 1998
• Tongue: English
• Leaves: 75
• Series: Aslib Know How Guides
• Edition: 1
• Category: Library

✦ Synopsis

This guide sets out the key considerations and provides some practical guidelines to assist in developing and operating an effective knowledge management function. Case studies demonstrate the ways in which different organisations have set about putting Knowledge Management into practice.
Contents: Introduction - management fad or essential management technique? Perceived differences between knowledge & information; Key management considerations and influences; Shaping the policy; Role of knowledge management in the management of change; Getting started - importance of initial planning and early staff consultation and involvement; Use of consultants; Responsibility, access and control; Systems and procedures; Skills required for day-to-day operation and maintenance; Value - can you show it on the balance sheet? Case studies; How to find out more - useful contact details.

✦ Table of Contents

Cover
Title
Copyright
Acknowledgements
Series Editor
Contents
1. SETTING THE SCENE
Introduction
What is knowledge management?
The processing hierarchy
2. KEY MANAGEMENT CONSIDERATIONS AND INFLUENCES
Managing change: the corporate culture
Changes in working practices
Formalising knowledge sharing
Consultation and communication
Questions for management
The Board Agenda - 10 key questions:
Tests for knowledge management
Defining knowledge management
Further questions and issues to be addressed
3. GETTING STARTED: INITIAL TASKS
Shaping the policy
Consultation mechanisms
The knowledge audit
Key points regarding the knowledge audit
4. NEXT STEPS
5. DAY-TO-DAY OPERATION: MANAGEMENT AND RELATED SKILLS
Key tasks and responsibility
Keeping up to date
Summary of required skills and competencies
General day-to-day operational skills
Knowledge & information management skills
6. SYSTEMS AND SOFTWARE
7. MEASURING THE VALUE OF KNOWLEDGE
The use of non-financial measures
8. CONCLUSIONS
9. CASE STUDIES
1 - The PricewaterhouseCoopers Information and Knowledge Exchange (IKE)
The Information and Knowledge Exchange (IKE)
The knowledge hubs
Organisation of the knowledge hubs
Key requirements of the knowledge hub role
Previous careers of knowledge hub specialists
Adopting the knowledge hub role
The Hub Manager Competency Framework
Hub manager training
2 - Valuing ICL knowledge
Background
Building the business case
Deciding where to start
Developing Café VIK
The road show
Sustaining a knowledge-sharing environment
Some lessons learned
Conclusions
3: Management of know-how in an international City law firm
Use of intranets
Contribution and collection of know-how
References and further reading
Appendix: Useful organisations and contacts