Abstract: The subject of intellectual capital has been discussed by many organizations, and defined by some. Yet very few individuals understand intellectual capital, and almost no one has been able, formally at least, to put a value on it. That’s why knowledge management (KM)–how an organization makes use of its intellectual capital–is one of the greatest challenges facing senior managers today. Job titles such as chief knowledge officer (CKO) and chief learning officer (CLO) have been appearing in annual reports and career ads with increasing frequency. Moreover, these pioneering individuals have been given the unenviable task of channelling an organization’s knowledge into initiatives that are expected to become a source of competitive advantage.
This article provides senior managers with a comprehensive overview of knowledge management. It also describes how a chief knowledge officer can leverage his or her company’s intellectual capital. The article consists of three sections: a summary of the latest statistics on knowledge management; an outline of the CKO’s main responsibilities; and a description of the challenges that senior managers face in implementing and sustaining an effective knowledge management program. The latter includes a 10-step guide that will enable managers to meet those challenges.
Nick Bontis: The Rising Star of the Chief Knowledge Officer. Ivey Business Journal, March / April 2002.
Copyright © Richard Ivey School of Business Foundation.
- Nick Bontis: CKO wanted — evangelical skills necessary: a review of the Chief Knowledge Officer position. Knowledge and Process Management, Volume 8, Issue 1, pages 29–38, January/March 2001. | Full text from author »