Abstract: Purpose: This paper aims to clarify the need for Chief Knowledge Officers (CKOs) and explain how some recent views on competencies for educational guidelines, a Knowledge Management (KM) competency model and expansion of practice management concepts make the need for CKOs clearer. Design/methodology/approach: This viewpoint was developed in response to recent publications
Abstract: You are the CEO of a large multinational organization. Implementing an enterprise-wide knowledge management initiative has long been on your management agenda, but never a priority. Given the dire economic times, the need to become more efficient, effective, competitive, and innovative motivates you and your Directors to execute a KM strategy as quickly
Abstract: As knowledge management challenges once again top the agenda of many CEOs, an emphasis on getting more value from corporate knowledge assets has heightened the interest in knowledge management as a professional area of practice. Providing education in KM, which can include specialized courses, seminars, certifications, and formal undergraduate, graduate, and doctoral programs
Abstract: I recently read the discussion and the associated comments around KM education, which includes university courses (Masters programs), Certification programs and Certificate programs. This discussion is hosted by Art Schlussel in the CKO (Chief Knowledge Officer) Forum in LinkedIn. This discussion inspired me to elaborate on my thoughts concerning KM education.
Abstract: The Secretary of the Army and Army Chief of Staff signed a memorandum titled Army Knowledge Management Principles on July 23, 2008. The memorandum clearly states that KM principles have implications for all Commands and Army organizations. All soldiers (including National Guard, reserve, and civilians) will now have to understand KM competencies