Abstract: This chapter provides an overview of the professionals who form part of the KM team. The key skill sets required to carry out KM responsibilities are described using a variety of frameworks. The new role of CKO (Chief Knowledge Officer) and CLO (Chief Learning Officer) are introduced, and their evolution from the more
knowledge management skills
Survey Findings on Knowledge Managers’ Characteristics and Activities
Abstract: Knowledge management (the process) and knowledge managers (the people) are recent organizational phenomena. The latter (the knowledge managers) are those key individuals charged with the task of making the former (knowledge management) successful. Due to the recent emergence of these organizational initiatives, a study of knowledge managers – who they are and
Case Study: The Knowledge Management honours degree @ Southampton Solent
Abstract: During 2007/8, Southampton Solent University worked on a Leadership Foundation project focused on the utility of the multi-functional team approach as a vehicle to deliver innovation in strategic and operational terms in higher education (HE). The Task-Orientated Multi-Functional Team Approach (TOMFTA) project took two significant undertakings for Southampton Solent as key areas for
What makes for a successful knowledge manager?
Abstract: In the SIKM Leaders Community, Patti Anklam recently asked for suggestions about what makes knowledge managers effective. She cited my list: Share what you have learned, created, and proved Innovate to be more creative, inventive, imaginative Reuse what others have already learned, created, and proved