Foreword xi
Preface xiii
Acknowledgments xix
Chapter 1 Positioning Knowledge Management for the Future 1What is Knowledge Management? 2
KM in a New Context 3
Primary Directives 10
Showcasing KM Leaders 12
Closing Comments 16
Chapter 2 A Call to Action 19Determine the Value Proposition 20
Identify Critical Knowledge 23
Locate Your Critical Knowledge 24
How Knowledge Should Flow 29
Getting Buy-In 32
Closing Comments 32
Chapter 3 Knowledge Management Strategy and Business Case 35A Framework for KM Strategy Development 36
The Business Case for KM 41
Closing Comments 43
Chapter 4 Selecting and Designing Knowledge Management Approaches 45A Portfolio of Approaches 45
Selecting KM Approaches 48
Designing a KM Approach 52
What Can Go Wrong 53
Portfolio Example: Retaining Critical Knowledge 54
Closing Comments 59
Chapter 5 Proven Knowledge Management Approaches 61Communities of Practice 61
Lessons Learned 68
Transfer of Best Practices 74
Closing Comments 78
Chapter 6 Emerging Knowledge Management Approaches 81The Promise of Social Computing 82
Revealing New Facets of Information 84
The New Generation of Self-Service: The Digital Hub 85
The Digital Hub at Work 86
Challenges and Change Management 96
Our Recommendations 101
Case Examples 102
Closing Comments 107
Chapter 7 Working Social Networking 109Guidelines for Enterprise Social Networking 110
Closing Comments 115
Chapter 8 Governance, Roles, and Funding 117Governance Group 117
KM Core Group 119
KM Design Teams 123
Investing in KM 124
Balancing Corporate and Business-Unit Funding 125
Closing Comments 126
Chapter 9 Building a Knowledge-Sharing Culture 129Lead by Example 130
Brand Aggressively 134
Make KM Fun 139
Closing Comments 142
Chapter 10 Measuring the Impact of Knowledge Management 143A Portfolio of Measures 144
Measuring across the Levels of Maturity 147
The Power of Analytics 151
A KM Measurement System 152
Closing Comments 154
Chapter 11 Make Best Practices Your Practices 157Above and In the Flow 157
Other Principles 158
So What Do You Do Monday Morning? 160
Appendix Case Studies 163ConocoPhillips 163
Fluor 179
IBM 197
MITRE 210
References 227
About the Authors 229
About APQC 230
Index 233
DR. CARLA O'DELL , one of the world's leading experts in KM, is president of APQC. She is the coauthor of numerous books and writes frequently for leading journals and magazines, as well as APQC's KM portal (www.apqc.org/km), and is a sought-after keynote speaker. CINDY HUBERT is the executive director of APQC's delivery services. Over the past fifteen years, Hubert and her team have worked with more than 450 organizations using APQC's proven KM methodologies. She writes frequently for leading journals and magazines and is consistently among the highest-rated speakers at internal and external conferences.
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