The Complete Idiot's Guide to Knowledge Management
You’re no idiot, of course. You know that knowledge is power. However, teamwork is the key in today’s new corporate economy, and keeping things to yourself won’t benefit you or your company. But you don’t have to reinvent the wheel! The Complete Idiot’s Guide® to Knowledge Management will show you exactly how to share information among your peers to help your company achieve greater success! In this Complete Idiot’s Guide®, you get: Basic knowledge management models and concepts....
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Part 1Exploring the Oxymoron11What's in a Name?3The Publisher and the Krona4Exploring Knowledge Management6Defining Knowledge6Tacit and Explicit Knowledge8Defining Knowledge Management9Organizational Drivers for Knowledge Management9And the Winners Are112More Models Than a Car Show15The World Has Changed, Says Peter Drucker16What the Krona Started18Employee Competence18Internal Structure19External Structure19From Making Bread to the Knowledge Spiral20Creating a Learning Organization22Mapping How Value Is Created233What's a Chief Knowledge Officer?27Somebody Has to Do It28Stranger from Outside or Hire Within?29In Search of the CKO30CKOs Are Evangelists31CKOs Are Entrepreneurs31CKOs Are Persuaders32CKOs Are Communicators33CKOs Are IT Savvy34But What Do They Do?34Where Do They Perch?354Knowledge Management Success Stories37Introducing Knowledge Masters at Hewlett-Packard Consulting38What We Want to Be38Getting Started39Going for a Trial Run40Phase One40Phase Two42Phase Three42Keep the Fire Burning43The Learning Organization at British Petroleum43The Virtual Team Pilot44How BP Learns Before, During, and After45Comparing HPC and BP46Part 2Getting Started495Developing a Strategy51Fundamentals of a Good KM Strategy52Tailoring KM Strategy for Your Organization52Look at Your Starting Point54Advantages of an Executive Sponsor56Developing the KM Pitch57One Big Strategy or Multiple Projects?58Connecting People or Writing Things Down?596Start Small63Why It's a Good Idea to Start with a Pilot64Start with a Pilot66Do Your Homework66Define What "Done" Looks Like66Involve the End Users67Picking a Winner67What's the Buzz?68Learn as You Go69Start with Several Pilots70Plan on Going Big70Form Your Band of Revolutionaries707Building the Infrastructure73Deciding Where KM Belongs in the Organization74Decentralized Organizations74Centralized Organizations75Home Sweet Home76Doing the Budget76Developing Your Core Team77Outside-the-Organization Memberships78Celebrations78Creating New Roles and Funky Titles79Forming a Steering Committee818Communities of Practice--The Killer Application85The Platypus of Organizational Structures86The Three Dimensions of a Community of Practice88The Life Cycle of the Community Platypus89Planning89Start-Up89Growth90Sustainment90Closure90The Most Important Member, the Community Coordinator90Helping the Community to Develop the Practice90Helping the Community Develop as a Community91Launching a Community of Practice at SAP America93Laying the Foundation93Liftoff for the Community959Strategic Choices for Connecting People to People97Look in the Yellow Pages97Yellow Pages for Expertise99Keys for Success100Danger Ahead101Automation101Best Practice Systems102Best Practices Help the American Red Cross103Making People-Finders Part of a Larger System10510More Connection Choices107Minds Going out the Door108Part 1What?109Part 2So What?110Part 3Now What?111Minds in Different Places: Transferring Strategic Knowledge112The Day-to-Day Stuff: Capturing and Transferring Knowledge114Choosing Approaches116Part 3Can't Live with IT; Can't Live Without IT11711Why Your CIO Has Gray Hair119IT Serves the Needs of the Business120Understanding the Business120Building Internal Relationships121Looking Ahead121Showing Value123Setting Standards123Going Around the World124Other Causes of CIO Stress12612Nets, Nets, Nets129Net 1: The Internet and the World Wide Web130What an Intranet Is131What You Can Do on an Intranet132Benefits of an Intranet133Building an Intranet134Before You Leap134The Minimum It Takes135How to Start a Pilot135Maintaining the Intranet136What Is an Extranet?13713Between You and Me with Collaborative Tools139Characteristics of Collaborative Tools139The Lowly but Popular E-mail141Talking Together Electronically144Electronic Meeting Systems145Working Together146Shared Documents146Shared Databases146The Electronic Whiteboard147Videoconferencing147Putting It All Together: Integrated Solutions14814Finding the Information You Need151Staying Out of the Junkyards: Managing Content152Managing Content with Taxonomies and Search Engines154A Taxonomy in Action156Search Engines156One-Stop Shopping with a Portal157Part 4The Showstopper of Culture16115Culture Is You, Me, and Everybody Else163The Three Levels of Organizational Culture164Culture Is Learned165Culture Is Stable166The Importance of Understanding Culture168Seeing the Invisible16916Working with Organizational Culture173Change the Way People Work173Discovering the Shadow Organization175Helping Leaders to Walk the Talk177Leaders Are Always on Display178This Means You, Too, Change Agent178The Importance of Middle Management178Aligning Rewards and Recognition179Creating New Heroes18017Managing the Change183The Change Process184The Future State184The Current State185The Transition State186Resistance to Change186A Road Map for the Journey188How Big Is the Change?188Who's for You? Who's Against You?189Learning the New Ropes19018Spreading the Word Far and Wide193Refining Your Message193Telling a Story of the Future194Awareness to Commitment to Passion196Awareness197Commitment197Passion198Help from Communications Experts198Other Tools in Your Communication Kit199A Xerox Tool199Concept Visualization Video200Your Press Kit201Putting Together a Communications Plan202Continuing to Listen203Part 5Keeping Score20519You Get What You Measure207Measure for a Purpose208Past and Future208Too Many Measures Is Too Much210Ride the Wave of the Current System211Coping with Skeptics212Combine Numbers with the Story Behind Them213You Are What You Present21420Developing Measures217Determining Your Goals218Naming Your Audience218Defining the Measures220Deciding What Data Will Be Collected and How222Displaying and Analyzing Your Measures223Looking at Your Team of Measures224Reaching Retirement Age and Other Employment Rules22521A Sampler of Measurement Approaches227Developing a Balanced Scorecard of Measures228Determining a Return on Investment for Knowledge Assets230Measuring If Knowledge Management Has Grown Up232Asking Employees What They Think23422Measuring Intellectual Capital239A Typology for Measuring Intellectual Capital240Intangible Assets Monitor241Three Categories242A Generic Example of Typical Indicators244The Celemi Intangible Assets Monitor244The Skandia Navigator245Intellectual Capital Index246Possible Pitfalls247Part 6Settling In for the Long Haul25123Where Did We Go Wrong?253Build IT and They'll Come254Ignoring Critical Differences255A Kinder, Gentler Place by Tomorrow257Betting the Farm on a CEO or Other Sponsor259Stopping Before You're Done26124Moving to the Big Time263How Long Will It Take?264Time Line at Hewlett-Packard Consulting264Time Line for British Petroleum265Consolidating Lessons Learned266Expanding the Effort267Looking Again267The Rush for Gold267Ramping Up268Paying for Your Sins269Part of the Establishment27025Lagniappe: The Thirteenth Doughnut275IT Support for Personal Knowledge Management276Managing Your Personal Capital277Knowledge Stock277Knowledge Currency277Knowledge Flow278Connecting Yourself to People279Giving to Get279Making Connections281Tips on Networking281Forming a Network of Mentors283AppendicesAGlossary285BWeb Sites293CBooks and Articles299Index305
