The best thinking and actions in the fast-moving arena of collaboration and knowledge management The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today.* Build or retrofit your organization for new ways of working and collaboration by using knowledge management* Adapt to today's most popular ways to collaborate such as social networking* Overcome organization silos, knowledge hoarding and "not invented here" resistance* Take advantage of emerging technologies and mobile devices to build networks and share knowledge* Identify what can be learned from Facebook, Twitter, Google and Amazon to make firms and people smarter, stronger and faster Straightforward and easy-to-follow, this is the resource you'll turn to again and again to get-and stay-in the know. Plus, the book is filled with real-world examples - the case studies and snapshots of how best practice companies are achieving success with knowledge management. Praise for The New Edge in Knowledge: How Knowledge Management is Changing the Way We Do Business "You may think you know knowledge management, but this is new-how knowledge initiatives can incorporate social media, mobile technologies, and learning, for example. This book integrates the new knowledge management with the best of the old, such as communities of practice and measurement. KM still matters, and this book tells you why." -Thomas H. Davenport, President's Distinguished Professor of IT and Management, Babson College "Over the last decade, knowledge management has emerged as a key success factor for the modern corporation, driven by tremendous advances in business analytics. This book studies the best practices in knowledge management and how leadership companies are applying them today." -Virginia M. Rometty, Senior Vice President and Group Executive Sales, Marketing and Strategy, IBM "APQC has been on the leading edge of knowledge management for almost two decades. O'Dell and Hubert have captured those best practices and created a road map to transform the way people work. Reap the benefits of their experience." -C. Jackson Grayson, Chairman and Founder, APQC and co-author of If Only We Knew What We Know "The New Edge in Knowledge is a useful how-to manual that takes best practice sharing and organizational capability building to the next level: Web 2.0, social networking, mobility, and communities of practice. National and international examples show how companies can create strategic alignment and systematic management to transfer knowledge rapidly and effectively." -Rosabeth Moss Kanter, Harvard Business School professor and author of SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good "What has made our KM program strong is sticking to the fundamentals-- that's exactly what this book outlines. It provides trusted advisor guidance on how any company or organization can take the concrete steps to create and implement a world class KM strategy." -Dan Ranta, Director of Knowledge Sharing, ConocoPhillips "Carla O'Dell and Cindy Hubert have written an amazingly down to earth, useful and practical book on knowledge management and its importance to modern business. Starting with the distinction between information and knowledge, they provide a viewpoint that leaves IT in the dust. Read it to prepare for tomorrow's world!" -A. Gary Shilling, President, A. Gary Shilling & Co., Inc. "A practical business approach to knowledge management, this book covers KM's value proposition for any organization, provides proven strategies and approaches to make it work, shares how to measure KM's impact, and illustrates high level knowledge sharing with wonderful case studies. Well done!" -Jane Dysart, Conference Chair, KMWorld & Partner, Dysart & Jones Associates "This book is a tour de force in the fiel
| ISBN | 0470917393 | | Pages | 256 | | ISBN13 | 9780470917398
(What's this?) | | Weight (grammes) | 442 | | Publisher | John Wiley and Sons Ltd | | Published in | Chichester | | Imprint | John Wiley & Sons Ltd | | Height (mm) | 238 | | Format | Hardback | | Width (mm) | 162 | | Publication date | 18 Mar 2011 | | Spine width (mm) | 22 | | DEWEY | 658.4038 | | Academic level | Professional / Scholarly | | DEWEY edition | DC22 | |
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Foreword. Preface. Acknowledgments. Chapter 1: Positioning Knowledge Management for the Future. What Is Knowledge Management? KM in a New Context. Primary Directives. Showcasing KM Leaders. Closing Comments. Notes. Chapter 2: A Call to Action. Determine the Value Proposition. Identify Critical Knowledge. Locate Your Critical Knowledge. How Knowledge Should Flow. Getting Buy-In. Closing Comments. Chapter 3: Knowledge Management Strategy and Business Case. A Framework for KM Strategy Development. The Business Case for KM. Closing Comments. Note. Chapter 4: Selecting and Designing Knowledge Management Approaches. A Portfolio of Approaches. Selecting KM Approaches. Designing a KM Approach. What Can Go Wrong. Portfolio Example: Retaining Critical Knowledge. Closing Comments. Chapter 5: Proven Knowledge Management Approaches. Communities of Practice. Lessons Learned. Transfer of Best Practices. Closing Comments. Note. Chapter 6: Emerging Knowledge Management Approaches. The Promise of Social Computing. Revealing New Facets of Information. The New Generation of Self-Service: The Digital Hub. The Digital Hub at Work. Challenges and Change Management. Our Recommendations. Case Examples. Closing Comments. Note. Chapter 7: Working Social Networking. Guidelines for Enterprise Social Networking. Closing Comments. Notes. Chapter 8: Governance, Roles, and Funding. Governance Group. KM Core Group. KM Design Teams. Investing in KM. Balancing Corporate and Business-Unit Funding. Closing Comments. Chapter 9: Building a Knowledge-Sharing Culture. Lead by Example. Brand Aggressively. Make KM Fun. Closing Comments. Chapter 10: Measuring the Impact of Knowledge Management. A Portfolio of Measures. Measuring across the Levels of Maturity. The Power of Analytics. A KM Measurement System. Closing Comments. Chapter 11: Make Best Practices Your Practices. Above and in the Flow. Other Principles. So What Do You Do Monday Morning? Appendix: Case Studies. ConocoPhillips. Fluor. IBM. MITRE. References. Bibliography. About the Authors. About APQC. Index.
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