Abstract: In order for knowledge management (KM) to thrive, an organization requires a combination of conditions that form the runway from which a KM initiative can take off. There is general agreement that technology, human resources, organizational culture, and leadership are among the key enablers of successful KM. The intentions and actions of knowledge
Knowledge Management roles and responsibilities
Knowledge Champions for Knowledge-Centered Support
Abstract: Many knowledge management initiatives start out strong but lose effectiveness over time. We have found in our customer base that there are natural Knowledge Champions that emerge organically, and they have been instrumental in keeping up the momentum of the knowledge programs at their companies. It is important to identify them based on
Who is in the Knowledge Management Team?
Abstract: The purpose of the organisation’s Knowledge Management (KM) team is to provide knowledge management services and solution to the organisation. By KM I mean the ability to learn from experience (and continuously improve and build value and capability), to innovate, to share knowledge as a community, and to apply ever-improving standards of performance
Working as a Knowledge Manager: Idea and Reality
Abstract: This session will be conducted with some reflections on the experience of working as a knowledge manager, to prompt discussions in breakout rooms on the interaction between a knowledge manager and the organisation for which they work, including useful attributes for a knowledge manager and developing the good management of knowledge within an
Knowledge Management Training (APQC Resource Collection)
Abstract: This collection offers guidance on training employees to participate in, leverage, and promote knowledge management. The best practices focus on four segments of the workforce: Learners who access, absorb, and use organizational knowledge Contributors who submit tips and lessons, answer questions, and otherwise share know-how