book

The Complete Guide to Knowledge Management: A Strategic Plan to Leverage Your Company's Intellectual Capital

Name: The Complete Guide to Knowledge Management: A Strategic Plan to Leverage Your Company's Intellectual Capital
ISBN: 9780470881293

by Edna Pasher, Tuvya Ronen

February 2011

Beginner

224 pages

5h 32m

English

Wiley

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Copyright
Acknowledgments
Preface: Getting Started on Your Knowledge Management Journey
A Book for ManagersIntroducing the AuthorsHow This Book Is OrganizedPhase 1: Hitting the RoadPhase 2: PrerequisitesPhase 3: Viewpoints of KnowledgePhase 4: Innovating for a New BeginningNotes on StyleReferencing the Authors and SourcesDefinition of Knowledge and Intellectual CapitalConclusion
1. The Motivation toward Knowledge Management: Combining the Tactical with the Strategic
1.1. A Manager Struggling with Key Tactical Problems1.2. A Consultant Struggling with Key Strategic Problems1.2.1. Convincing Managers about the Importance of Strategic KM1.3. A Convergence of Paths1.3.1. Tuvya's Questions Are Typical Tactical KM Issues1.3.2. KM Has Important Strategic Implications1.3.3. We Would Like to Join Forces in Search of Answers1.4. Discovering Universal KM Truths1.4.1. The Answers Are Important1.4.2. The Answers Are Diverse1.4.3. Some Answers Can Be Found Close to Home1.4.4. The Manager Must Lead1.5. Conclusion
2. Making the Business Case for Managing Intellectual Capital
2.1. Intellectual Capital as the Basic Asset of a Knowledge-Intensive Business2.1.1. Example: AFS, a Skandia Subsidiary—A Company in the Red Gets a Green Light2.1.2. Example: An Israeli Machinery Firm—A Company in the Green Gets a Red Light2.1.3. Example: Tnuva—Apax Invests in IC in a Traditional Industry2.2. A Quantitative Definition of Intellectual Capital2.2.1. A (Very) Simplified Estimation2.2.1.1. THE LIMITATIONS OF THE SIMPLIFIED ESTIMATION2.2.2. Baruch Lev's Method2.3. The Systematic Management of IC2.3.1. The Skandia Navigator2.3.1.1. PAST PERFORMANCE2.3.1.2. PRESENT STATUS2.3.1.3. FUTURE RESULTS2.3.2. Managing IC Using the Navigator2.3.3. The Balanced Scorecard (BSC)2.4. Questions for Believers and Nonbelievers2.5. Conclusion
3. The Importance of Strategy in Knowledge Management
3.1. Developing a Business Strategy Based on Core Competencies3.2. What Is at the Core of Strategic Management?3.2.1. The Goal: Staying Ahead of the Game3.2.2. The Process: Managing Knowledge3.2.3. The Failure of KM without Strategy3.2.4. How KM Serves the Overall Business Strategy3.2.4.1. FINDING VALUE FROM INTANGIBLES3.3. Successfully Using Employee Knowledge as a Strategic Input3.3.1. The Demand: Evaluating Strengths and Weaknesses3.3.2. The Tool: Effective Communication3.3.2.1. EXAMPLE OF A KNOWLEDGE CAFÉ: LEARNING IN RETROSPECT AT ARKIA3.4. Example: IBM—Ongoing Strategic Renewal3.4.1. Technological Innovation3.4.2. Business Management Innovation3.5. Example: Rafael—A Strategic Transformation3.6. Conclusion
4. The Role of Culture in a Successful Knowledge-Creating and Knowledge-Sharing Organization
4.1. The Definition of Culture4.1.1. Addressing the Nonbelievers4.2. The Moral Aspects of Organizational Culture4.3. The Practical Aspects of the Right Organizational Culture4.3.1. Does Your Management Style Seek an Employee's Knowledge?4.3.2. Do You Encourage Knowledge Sharing?4.3.2.1. EXAMPLE: THE KNOWLEDGE-SHARING CULTURE AT BP AMOCO4.3.2.2. EXAMPLE: THE KNOWLEDGE-SHARING CULTURE AT RAFAEL4.3.3. Making Innovation Inherent to Your Organization's Culture4.3.4. Trust and a Win-Win Environment4.3.5. Tailoring Values to the Company's Knowledge Needs4.4. From Preaching to Practice4.4.1. Awareness and Active Listening4.5. Conclusion
5. The Human Focus: Understanding and Managing Knowledge Workers
5.1. Is Every Worker a Knowledge Worker?5.1.1. The Most Common View: Only Knowledge-Creating and Nonroutine Workers are Knowledge Workers5.1.2. Tuvya's View: Almost Every Worker Is a Knowledge Worker5.1.3. Knowledge Is in the Eye of the Beholder5.2. Shaking Up the Balance of Power: Lessons from the First Bubble Crisis5.2.1. Lesson 1: The Breach of Trust5.2.1.1. LESSON 2: THE IMPORTANCE AND MOBILITY OF KNOWLEDGE WORKERS5.2.2. The Aftermath5.3. Lessons from the Second Bubble Crisis5.3.1. Lesson 1: Retain Your Leading KWs5.3.2. Lesson 2: Recruit More Leading KWs5.3.3. The Aftermath5.4. The Challenge of Retention5.4.1. Retention Tactics5.4.2. Is Salary a Main Factor?5.4.3. Keeping KWs Interested Throughout Their Career5.4.3.1. MAKE EVERY ASSIGNMENT INTERESTING OR MEANINGFUL5.4.3.2. CREATE AND MAINTAIN A FULL KNOWLEDGE MATRIX5.4.4. Show Interest in Your Knowledge Workers5.4.4.1. REGULAR MEETINGS WITH KNOWLEDGE WORKERS5.4.4.2. SPECIAL CARE OF STAR WORKERS5.5. Keeping in Touch with Knowledge Workers Who Leave5.5.1. Retiring Knowledge Workers5.5.2. Alumni Networks5.6. Rewarding Knowledge Creation and Sharing5.6.1. Example: The Academia Way5.6.2. Types of Compensation5.7. Conclusion
6. Managing Interactions for Knowledge Creation and Sharing
6.1. The Social Model for Knowledge Creation and Sharing6.1.1. Tacit Knowledge6.1.2. Communities of Practice—the Basic Instrument of Knowledge Creation and Sharing6.1.3. Balancing Interactions with Individual Work6.2. Extracting Tacit Knowledge—the Corporate Yellow Pages6.3. Enhancing Interactions in Communities of Practice6.3.1. Cake Meetings—Food for Thought for a Section of Knowledge Workers6.3.2. Cakeless Meetings for Managers6.4. Identifying and Enhancing CoPs6.4.1. Can CoPs be Managed? Lessons Learned at National Semiconductor6.4.2. Preventing Common Problems with CoPs6.5. Indispensable Knowledge-Creating and Knowledge-Sharing Interactions6.5.1. After-Action Review6.5.2. Peer Reviews6.5.2.1. EXTERNAL DESIGN REVIEWS IN ENGINEERING PROJECTS6.5.2.2. INTERNAL DESIGN REVIEWS IN ENGINEERING PROJECTS6.5.3. Peer Reviews in Other Organizations6.6. Methods and Techniques for Effective Interactions6.6.1. Facilitation of Meetings6.6.2. The Physical Environment6.6.3. The Knowledge Café6.6.3.1. CAFÉ CONVERSATIONS AT A GLANCE6.7. Making the Most of Information Technology6.8. Conclusion
7. Capturing and Reusing Existing Knowledge
7.1. Motivation and Obstacles7.2. Documenting Knowledge Efficiently7.2.1. Example: The Pharmaceutical Industry7.2.2. Example: The Aerospace Industry7.2.3. IT—Has the Future Already Arrived?7.3. Teaching the Organization What It Knows7.3.1. Mentoring and Apprenticeships7.3.1.1. LEARNING THROUGH EXPERIENCE7.3.1.2. A BALANCE OF ATTENTION IS KEY TO QUALITY MENTORING7.3.2. Lectures and Workshops7.3.2.1. HOW TO MAKE A LECTURE OR WORKSHOP SUCCEED7.3.2.2. THE ALTERNATIVE APPROACH7.3.3. Courses7.3.4. Internal Schools for Continuing Education7.4. Reuse and New Use7.4.1. Example: Reuse at Hughes7.4.2. Example: New Use at Intel7.5. Conclusion

8. The Customer Focus: Harnessing Customer Knowledge through Meaningful Interactions
8.1. Customers Are Willing to Share What They Know8.1.1. Surveys versus Direct Communication8.2. The Living Lab Concept8.3. Learning from Internal Customers8.4. Engaging Customers in Defining Strategy8.5. Conclusion
9. Measuring and Managing the Performance of Proper Knowledge Work
9.1. The Challenge: Determining What You Need9.1.1. Assessing Assets9.1.2. Frustrating Conclusion? Not Yet!9.2. Current Practices: Knowing What You Have9.2.1. Focusing on R&D to Gain Improvements9.2.2. Focusing on Process to Gain Improvements9.2.3. Focusing on Customers to Gain Improvements9.2.4. Focusing on Human Resources to Gain Improvements9.2.5. Focusing on the Bottom Line to Gain Improvements9.3. The Navigator: A Framework for IC Management9.3.1. Using the Navigator to Assess the IC of Skandia AFS9.3.1.1. SKANDIA AFS'S BALANCE SHEET9.3.1.2. HOW DOES THE NAVIGATOR WORK?9.3.1.3. CONCLUSION ON SKANDIA'S EXPERIENCE9.3.2. Using the Navigator to Assess the IC of a Country9.3.2.1. INTELLECTUAL CAPITAL INDICATORS IN SWEDEN9.3.2.2. INTELLECTUAL CAPITAL INDICATORS IN ISRAEL9.3.2.3. CONCLUSION ON THE NATIONAL IC EXAMPLES9.3.3. Using the Navigator to Visualize and Increase IC of an Old Industry Corporation9.3.4. Using the Navigator to Assess the IC of a Nonprofit Unit at Rafael9.3.4.1. STRATEGY9.3.4.2. BOTTOM-LINE INDICATORS9.3.4.3. INDICATORS FOR THE OTHER NAVIGATOR FOCUS AREAS9.3.5. A Final Note on the Navigator as a Universal Framework9.4. Conclusion
10. Innovating for a New Beginning
10.1. Innovation as the Essence of Knowledge Organizations10.1.1. Apple Inc.10.1.2. Intel Corporation10.1.3. Rafael10.1.4. Israel10.2. Knowledge Management as an Innovation Enabler10.2.1. Defining Innovation10.2.2. The Second Generation of Knowledge Management Is Innovation10.3. Focal Points of Innovation10.3.1. Innovation and R&D10.3.2. Innovation and Process10.3.2.1. EXAMPLE: ELBIT—INNOVATION USING CONTINUOUS ORGANIZATIONAL CHANGES10.3.2.2. EXAMPLE: WAL-MART'S SUPPLY CHAIN10.3.3. Innovation and Customers10.4. Methods for Enabling Innovation10.4.1. Making Innovation a Requirement10.4.2. Fostering Strategic Discussions on Innovation10.4.2.1. INNOVATION REQUIRES FREQUENT DISCUSSIONS10.4.2.2. INNOVATION REQUIRES MULTIPLE PERSPECTIVES10.4.2.3. EXAMPLE: R&D CENTER ANNUAL WORKSHOP10.4.3. Tangible Encouragement of Individual Innovation10.5. Conclusion
CONCLUSION: Implementing Knowledge Management—A Step-by-Step Process
The Basic PrinciplesHow to Do ItThe VisionAssess Your OrganizationDerive Intellectual Capital GoalsBegin with PilotsStart SmallWho Should Do ItThe InitiatorChief Knowledge OfficersConsultantsThe Final Goal
A. Defining Key Terms
A.1. Levels of KnowledgeA.1.1. Data and InformationA.1.2. KnowledgeA.1.3. Intellectual Capital and WisdomA.2. Conclusion
Notes
Chapter 1—The Motivation toward Knowledge ManagementChapter 2—Making the Business Case for Managing Intellectual CapitalChapter 3—The Importance of Strategy in Knowledge ManagementChapter 4—The Role of Culture in a Successful Knowledge-Creating and Knowledge-Sharing OrganizationChapter 5—The Human FocusChapter 6—Managing Interactions for Knowledge Creation and SharingChapter 7—Capturing and Reusing KnowledgeChapter 8—The Customer FocusChapter 9—Measuring and Managing the Performance of Proper Knowledge WorkChapter 10—Innovating for a New Beginning

Content preview from The Complete Guide to Knowledge Management: A Strategic Plan to Leverage Your Company's Intellectual Capital

Chapter 10. Innovating for a New Beginning

In this chapter you will:

Learn that constant innovation is a must for the survival of an organization. Organizations and managers cannot afford to neglect investing in innovation, even during difficult periods.

Understand that innovation consists of three components: reuse of existing knowledge, invention of new knowledge, and exploitation of overall knowledge.

Realize that innovation is not limited to technology but can and should happen in all business activities, including business development, human resources, customer relations, marketing, and work processes.

Learn how to establish a culture of innovation that encourages and enables workers to innovate.

This chapter reviews the concept of innovation as a core aspect of knowledge organizations. Learning how to foster and manage innovation is one of the most important tasks of a manager in a knowledge organization, and lies at the heart of proper knowledge management. The chapter reviews methods for requiring, enabling, and encouraging innovation in your organization.

Innovation as the Essence of Knowledge Organizations

Successful knowledge organizations require a culture of continuous renewal, whether of products, technology, or methods. They need some kind of innovation in order to survive and should check their progress periodically according to whether they are meeting this goal.

In this section, we present some examples of role models known for their culture of continuous innovation. These ...

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The Complete Guide to Knowledge Management: A Strategic Plan to Leverage Your Company's Intellectual Capital

by Edna Pasher, Tuvya Ronen

Chapter 10. Innovating for a New Beginning

Innovation as the Essence of Knowledge Organizations

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.