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The Knowledge Manager's Handbook

Book Description

A practical guide to designing and implementing a framework for effective knowledge management, to deliver business value from organizational knowledge.

Table of Contents

  1. Cover
  2. Praise for <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="normal">The Knowledge Manager&#8217;s Handbook</span>
  3. Dedication
  4. Title Page
  5. Contents
  6. About the Authors
  7. Foreword by Laurence Prusak
  8. Introduction
  9. PART ONE    Orientation to knowledge management implementation
    1. 01    What is knowledge management?
      1. Introduction
      2. Definition
      3. The six main components of knowledge management
      4. Translating KM into business terms
      5. The supply chain analogy
      6. The essential elements of knowledge management
      7. Knowledge management as orchestration
      8. Summary
    2. 02    The stages of KM implementation
      1. The different implementation approaches
      2. Our recommended approach
      3. The parallel opportunity-led programme
      4. Escalating levels of management decision
      5. Summary
    3. 03    Barriers and pitfalls
      1. Survey evidence
      2. Lessons from the field
      3. Summary
  10. PART TWO    Preparation and resources
    1. 04    Knowledge management strategy
      1. Deciding the strategic principles
      2. Identifying the business drivers
      3. Defining the knowledge management vision
      4. Agreeing the knowledge management scope
      5. Defining the strategic knowledge areas
      6. Assessing the current state of knowledge management
      7. Creating a draft knowledge management framework
      8. Deciding how to handle change management
      9. Creating a business case
      10. Summary
    2. 05    The role, skills and characteristics of the knowledge management leader
      1. The role of the knowledge management leader
      2. Should the knowledge management leader be an internal or external appointment?
      3. The most important characteristic for an external appointment
      4. What competencies does the knowledge management leader need?
      5. The personality trap
      6. A metaphor
      7. Summary
    3. 06    The KM team members
      1. How big should your KM team be?
      2. What skillsets will you need on your team?
      3. Attitude and values
      4. Team roles
      5. Summary
    4. 07    The role of senior management
      1. The role of the sponsor
      2. The risks to effective sponsorship
      3. The knowledge management steering team
      4. Working with the other senior managers
      5. Summary
    5. 08    Budget and timescale
      1. The need for a budget
      2. How big will the budget need to be?
      3. Assigning your budget among the four KM enablers
      4. Benchmarking your budget
      5. How long will it take to implement knowledge management?
      6. Beware the self-funding trap
      7. Summary
    6. 09    Aims and objectives for the KM implementation programme
      1. Benefits mapping
      2. The interim objectives
      3. Making the objectives smart
      4. Impact metrics for knowledge management
      5. Setting the value targets and estimating ROI
      6. Dealing with imposed targets
      7. What if you can’t measure value in monetary terms?
      8. Not all measures should be targets
      9. Summary
    7. 10    Finding partners to help you
      1. Who should be responsible for KM?
      2. KM as partnering
      3. Initiating a partnership
      4. Transitioning the partnerships
      5. Identifying non-obvious partners
      6. Partnering with external companies
      7. Summary
  11. PART THREE    Assessment and planning
    1. 11    Conducting the knowledge assets audit
      1. What is a knowledge assets audit?
      2. How does the audit help a KM implementation?
      3. What are we auditing?
      4. What are the steps in a knowledge assets audit?
      5. Analysing the results of the audit
      6. Summary
    2. 12    The knowledge management framework
      1. What is a management framework?
      2. Why we need a framework for KM
      3. A template for your KM framework
      4. Summary
    3. 13    The knowledge discussion elements of the KM framework
      1. Dialogue as the preferred form of discussion
      2. Roles for knowledge discussion
      3. Processes for knowledge discussion
      4. Technologies for knowledge discussion
      5. Governance for knowledge discussion
      6. Summary
    4. 14    The knowledge capture and documentation elements of the KM framework
      1. The difference between documented knowledge and information
      2. Roles for knowledge documentation
      3. Processes for knowledge documentation
      4. Technology for knowledge documentation
      5. Governance for knowledge documentation
      6. Summary
    5. 15    The knowledge synthesis elements of the KM framework
      1. What is knowledge synthesis?
      2. What does synthesized knowledge look like?
      3. Roles for knowledge synthesis
      4. Processes for knowledge synthesis
      5. Technologies for knowledge synthesis
      6. Governance for knowledge synthesis
      7. Summary
    6. 16    The knowledge finding and re-use elements of the KM framework
      1. The challenges of knowledge re-use
      2. Incentivizing knowledge seeking
      3. The importance of making knowledge findable and accessible
      4. Roles for knowledge finding and re-use
      5. Processes for knowledge finding and re-use
      6. Technologies for knowledge finding and re-use
      7. Governance for knowledge finding and re-use
      8. Summary
    7. 17    Knowledge organization
      1. Grounding knowledge organization in the business drivers
      2. The three components of knowledge organization
      3. Taking an evidence-based approach to knowledge organization
      4. Using the knowledge assets audit to focus on what counts
      5. Testing and validating your knowledge organization system
      6. Summary
    8. 18    Influencing the stakeholders
      1. The steps of the buy-in ladder
      2. The knowledge manager as salesperson
      3. Segmenting your audience
      4. Influencing tactics
      5. When to use the influencing techniques
      6. Summary
    9. 19    Culture, communications and change
      1. KM as an agent of culture change
      2. Mapping the current culture
      3. Understanding the cultural drivers
      4. Communication and change
      5. The communication plan
      6. Summary
    10. 20    Preparing the KM implementation plan
      1. How to create the implementation plan
      2. Potential elements of the KM plan
      3. Summary
  12. PART FOUR    The implementation activity
    1. 21    Building the KM champion network
      1. What is a KM champion?
      2. What KM champions do
      3. How to identify potential KM champions
      4. Maintaining the motivation of the KM champions
      5. Supporting the KM champions
      6. Summary
    2. 22    Trials and pilots
      1. Proof of concept trials
      2. Where to look for quick wins
      3. Selecting KM pilot projects
      4. The ‘minimum viable KM framework’
      5. Delivering KM pilots
      6. Reaching the organizational decision point
      7. Summary
    3. 23    Roll-out, embedding and governance
      1. What does embedding mean?
      2. Examples of embedded KM
      3. Finalizing the KM framework
      4. The governance elements of the KM framework
      5. The KM policy
      6. KM roll-out
      7. Celebrating the successes
      8. Tracking the roll-out phase
      9. Summary
    4. 24    Setting up the KM metrics and reporting system
      1. The different kinds of metrics and their purposes
      2. Examples of KM metrics
      3. KM performance management
      4. KM metrics reporting
      5. KM metrics as a learning opportunity
      6. Summary
    5. 25    Dealing with bumps in the road
      1. Dealing with common objections
      2. Challenge scenario 1: over-enthusiastic support
      3. Challenge scenario 2: death of a thousand cuts
      4. Challenge scenario 3: perpetual reset mode
      5. Challenge scenario 4: the show stopper
      6. Summary
    6. 26    When implementation is over
      1. The decision to close the implementation programme
      2. The role of the KM team after implementation
      3. Knowledge management refresh and update
      4. Summary
  13. PART FIVE    Case histories
    1. 27    Implementing KM at Mars
      1. Linda Davies
      2. Know why you’re doing what you’re doing
      3. Focus on critical activities that help deliver strategy
      4. Plan the roll-out to build the KM story
      5. Go where there is ‘pull’ and keep all activities relevant to the business and to associates
      6. Measure the business impact of KM activities
      7. Be consistent
      8. Select the team members carefully
      9. Build top-down support
      10. Embed critical knowledge via existing business processes
      11. When is it over?
      12. Summary
    2. 28    KM implementation in a global oil and gas company
      1. Dan Ranta
      2. Connecting sharing to the business – a bold approach
      3. The link between knowledge networks and business results
      4. Connecting people and governance
      5. Visible leadership led to knowledge network growth
      6. Building sustainability
      7. Discussions and lesson learning
      8. Promoting re-use
      9. Synthesis: closed discussions and an enterprise wiki
      10. Measuring knowledge network activity
      11. Summary
    3. 29    KM implementation at Huawei
      1. Tan Xinde
      2. The value of KM to Huawei
      3. The start of Huawei’s KM journey
      4. Going from the HQ to the frontline
      5. Explicit vs tacit knowledge management
      6. The current state of KM in Huawei
      7. Summary
    4. 30    KM implementation at the Singapore Youth Olympics
      1. Doreen Tan
      2. Facilitating the smooth flow and exchange of information
      3. Cultivating a learn-as-you-go culture
      4. Retaining and transferring Games know-how
      5. Summary
    5. 31    Accelerated learning in a law firm
      1. Jessica Magnusson
      2. Knowledge and professional development in law firms
      3. The timeframe
      4. Approach
      5. Summary
  14. Summary
  15. Glossary
  16. References
  17. Index
  18. Copyright