Abstract: In any thriving organization, knowledge management isn’t just about storing information—it’s about effectively harnessing the collective intelligence of the team. At the heart of this process are three distinct roles that transform knowledge into action: The Coach, The Mentor, and The sponsor. These roles, while often overlapping, each contribute uniquely to cultivating a
Knowledge Management Sponsor
Knowledge Management Sponsor Characteristics
Abstract: I’ve been thinking recently about the role of sponsorship in enabling knowledge management, and it took me back to some Change Management principles which I learned from ChangeFirst, when I was responsible for Change Management as well as Knowledge Management at Centrica.The ChangeFirst model was based on Darryl Connor’s “Managing at the speed
What knowledge managers really manage?
Abstract: In the literature, with the idea of knowledge as perceptive and as a commodity, which can be codified, stored, and easily transmitted (Chiva and Alegre, 2005), the goal of knowledge management is to capture, utilize, and leverage knowledge via the application of information and communication technologies for the benefit of the organization (Vera
Knowledge Management Core Team Job Descriptions
Abstract: As part of APQC’s second Knowledge Management (KM) Advanced Working Group, the APQC research team worked with KM practitioners from leading organizations to create job descriptions for some of the most important positions on an organization’s KM core team: KM leader, KM specialist, KM communication director, and KM IT/business analyst. This document contains