Abstract: Evangelist, juggler, facilitator–the chief knowledge officer is becoming indispensable. Once a company embraces the concept of knowledge management, its top executives must decide how to implement their KM program and how to convince employees that KM is not simply about adding profits but can strengthen the company and help everyone
Knowledge Economy Competencies
Abstract: Pressures to increase the role of information and knowledge in national economies have provoked a wide-ranging debate about what kinds of competencies young people and adults now need. The workforce is “upskilling”, both in terms of the average educational level of workers and the types of job that they are performing. White-collar,
Trends Creating the Knowledge Manager of the Future
Abstract: The role of the manager as merely an overseer of workers is an artifact of the Industrial Age paradigm, no longer appropriate to the Knowledge Age. Increasingly, middle managers’ heads are on the chopping blocks of budget-tightening corporations, and those who fail to transform themselves into “player/coaches” will become obsolete, suggests Thomas H.
Discussing Certification for Knowledge Management practitioners @ ICASIT’s KM Roundtable 2/01
Abstract: Last December, civilian and military CKOs convened a two-day symposium to address issues influencing and curriculum for certification of KM practitioners. This event primarily consisted of presentations and subsequent discussion by representatives of several organizations that offer a variety of training in KM. Since this topic has import beyond those involved in the
Accidental Knowledge Manager
Abstract: To get people who never asked for the responsibility to embrace a KM project, top management must lead the way. A corporate knowledge management initiative can have many unforeseen effects on management and staff. At one site, knowledge workers will welcome the effort, anticipating the benefits and pitching in as