Abstract: Success requires a guiding strategy to enable individuals, teams, and the organization, to become more knowledge enabled by complementing and supporting both operational and infrastructure components in their everyday work, providing tools and techniques that make work easier, the leadership and workforce more productive and effective, all resulting in improved overall organizational performance. As organizations develop and scale, there is an increasing urgency to intelligently leverage what they know about what they do. This enables the agility that an organization must have to remain competitive, adapt to change quickly, and to sustain its momentum.
For organizations that recognize this value, creating an enabling a Chief Knowledge Officer (CKO) position, and assigning a senior leader who is responsible for ensuring that the organization maximizes the value it achieves through one of its most important assets, its knowledge, is critical. The CKO is not a relabeling of existing positions like a Chief Information Officer or a variation of another position. The CKO is a unique, integrated, hybrid manager possessing skills and attributes that include an ability to think conceptually, manage people and projects, communicate effectively both internally and externally, and very importantly, an ability to persuade and advocate. The CKO is very often a principal “agent of change.”
Bill Kaplan: Creating long-term value as Chief Knowledge Officer. Key attributes, messages and ambitions for success-seeking CKOs. KM Review, Volume 10, Issue 4, September/October 2007: 30-33. Full text from author »