Handbook for Knowledge Managers
Abstract: The way an organization manages and disseminates its knowledge is key to informed business decision-making, effectiveness and competitive edge. Because knowledge management is not a one-size-fits-all method, you need a framework tailored to your organization and its priorities. The Knowledge Manager’s Handbook takes you step by step through the processes needed to define and embed an effective knowledge management framework within your organization.
Knowledge management experts Nick Milton and Patrick Lambe draw on their practical experience as consultants and project leaders to guide you through each stage of creating and implementing a knowledge management framework to answer your organization’s specific needs. The framework takes into account the four essential aspects of knowledge management – people, processes, technologies and governance – and shows how each of these can be optimized to unlock the value of your organization’s knowledge. With international case studies from organizations of all sizes and sectors, and user-friendly templates and checklists to help you implement effective knowledge management procedures, The Knowledge Manager’s Handbook is the end to end guide to making a sustainable change in your organization’s knowledge management culture.
Part One Orientation to knowledge management implementation 5
What is knowledge management?; The stages of KM implementation; Barriers and pitfalls
Part Two Preparation and resources 39
Knowledge management strategy; The role, skills and characteristics of the knowledge management leader; The KM team members; The role of senior management; Budget and timescale; Aims and objectives for the KM implementation programme; Finding partners to help you
Part Three Assessment and planning 97
Conducting the knowledge assets audit; The knowledge management framework; The knowledge discussion elements of the KM framework ; The knowledge capture and documentation elements of the KM framework; The knowledge synthesis elements of the KM framework; The knowledge finding and re-use elements of the KM framework; Knowledge organization; Influencing the stakeholders; Culture, communications and change; Preparing the KM implementation plan
Part Four The implementation activity 189
Building the KM champion network; Trials and pilots; Roll-out, embedding and governance; Setting up the KM metrics and reporting system ; Dealing with bumps in the road; When implementation is over
Part Five Case histories 247
Implementing KM at Mars; KM implementation in a global oil and gas company; KM implementation at Huawei; KM implementation at the Singapore Youth Olympics; Accelerated learning in a law firm
Dr Nick Milton is a director and co-founder of Knoco Ltd, an international Knowledge Management consultancy. He was at the centre of the team that made BP the leading Knowledge Management company in the world, developing and implementing BP’s knowledge of how to manage knowledge, and coordinating the BP Knowledge Management Community of Practice.
Patrick Lambe is a world-renowned knowledge management expert, and a founding partner of Straits Knowledge, a global consulting and research firm specializing in knowledge, learning and innovation. He is an Adjunct Professor in Knowledge Management at the Hong Kong Polytechnic University, and Visiting Professor in the Knowledge and Innovation Management PhD programme at Bangkok University.
Nick Milton, Patrick Lambe: The Knowledge Manager’s Handbook. A Step-by-Step Guide to Embedding Effective Knowledge Management in your Organization. Kogan Page, 2016.
Copyright © Kogan Page. All rights reserved.
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Tags: case histories, case studies, change management, communications, Culture, KM budget, KM champion, KM champion network, KM framework, KM governance, KM implementation, KM implementation plan, KM leader, KM metrics, KM pilots, KM reporting, KM roles, KM roll-out, KM skills, KM strategy, KM team, Knoco, knowledge assets audit, knowledge capture, knowledge discussion, knowledge documentation, knowledge finding, knowledge management, knowledge manager, knowledge organization, knowledge re-use, knowledge synthesis, senior management, stakeholders, Straits Knowledge« Previous Article Next Article »