In this book you have gained a basic understanding of knowledge management (KM) and intellectual capital (IC). You have read the prerequisites and have gained an appreciation for the strategic and cultural facets of the topic. You have read about the focal points that are most relevant to your organization, and have delved into the issues that interest you most. Finally, you have learned about innovation as the final and paramount task of a knowledge-managing manager.
Now you are ready to embark on your own journey in knowledge management. But how do you begin to practice what you have learned? This Conclusion is aimed at guiding you in the first steps toward implementation.
First, no matter how you choose to begin your journey, you must always remember to practice knowledge management (1) from a strategic point of view, (2) utilizing principles of intellectual capital, and (3) with an emphasis on innovation. Beyond these three preconditions, you should attempt those knowledge management practices that you think will be most beneficial to your organization.
Second, remember that you, the manager, must be the leader of knowledge management in your organization or unit. Even if you are a senior manager of a large organization and intend to hire a chief knowledge officer, you should still take on a leadership role. If you are a manager of a middle-size or small organization, or if you are the manager ...