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The Complete Idiot's Guide to Knowledge Management |  |
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The Complete Idiot's Guide to Knowledge Management | |
Melissie Clemmons Rumizen, Ph.D., is Knowledge Strategist at Buckman Labs, hailed as one of the top examples of knowledge management implementation in the United States. She also developed and maintains the award-winning Buckman Laboratories Web site on knowledge management (knowledge-nurture). She has 20 years' experience as a linguist and benchmarking and KM specialist with the U.S. Army and National Security Agency. She joined Buckman Labs in 1997.
目录
I. EXPLORING THE OXYMORON. 1. What's in a Name? The Publisher and the Krona. Exploring Knowledge Management. Organizational Drivers for Knowledge Management. And the Winners Are... 2. More Models Than a Car Show. The World Has Changed, Says Peter Drucker. What the Krona Started. From Making Bread to the Knowledge Spiral. Creating a Learning Organization. Mapping How Value Is Created. 3. What's a Chief Knowledge Officer? Somebody Has to Do It. Stranger from Outside or Hire Within? In Search of the CKO. But What Do They Do? Where Do They Perch? 4. Knowledge Management Success Stories. Introducing Knowledge Masters at Hewlett-Packard Consulting. The Learning Organization at British Petroleum. Comparing HPC and BP. II. GETTING STARTED. 5. Developing a Strategy. Fundamentals of a Good KM Strategy. Tailoring KM Strategy for Your Organization. Look at Your Starting Point. Advantages of an Executive Sponsor. Developing the KM Pitch. One Big Strategy or Multiple Projects? Connecting People or Writing Things Down. 6. Start Small. Why It's a Good Idea to Start with a Pilot. Start with a Pilot. Plan on Going Big. Form Your Band of Revolutionaries. 7. Building the Infrastructure. Deciding Where KM Belongs in the Organization. Doing the Budget. Creating New Roles and Funky Titles. Forming a Steering Committee. Communities of Practice-The Killer Application. The Platypus of Organizational Structures. The Three Dimensions of a Community of Practice. The Life Cycle of the Community Platypus. The Most Important Member, the Community Coordinator. Launching a Community of Practice at SAP America. 9. Strategic Choices for Connecting People to People. Look in the Yellow Pages. Yellow Pages for Expertise. Automation. Best Practice Systems. Making People-Finders Part of a Larger System. 10. More Connection Choices. Minds Going out the Door. Minds in Different Places: Transferring Strategic Knowledge. The Day-to-Day Stuff: Capturing and Transferring Knowledge. Choosing Approaches. III. CAN'T LIVE WITH IT; CAN'T LIVE WITHOUT IT. 11. Why Your CIO Has Gray Hair. IT Serves the Needs of the Business. Showing Value. Setting Standards. Going Around the World. Other Causes of CIO Stress. 12. Nets, Nets, Nets. Net 1: The Internet and the World Wide Web. Building an Intranet. What Is an Extranet? Chapter 13 - Between You and Me with Collaborative Tools. Characteristics of Collaborative Tools. The Lowly but Popular E-mail. Talking Together Electronically. Electronic Meeting Systems. Working Together. Videoconferencing. Putting It All Together: Integrated Solutions. 14. Finding the Information You Need. Staying Out of the Junkyards: Managing Content. One-Stop Shopping with a Portal. IV. THE SHOWSTOPPER OF CULTURE. 15. Culture Is You, Me, and Everybody Else. The Three Levels of Organizational Culture. Culture Is Learned. Culture Is Stable. The Importance of Understanding Culture. Seeing the Invisible. 16. Working with Organizational Culture. Change the Way People Work. Discovering the Shadow Organization. Helping. Leaders to Walk the Talk. Aligning Rewards and Recognition. Creating New Heroes. 17. Managing the Change. The Change Process. Resistance to Change. A Road Map for the Journey.How Big Is the Change? Who's for You? Who's Against You? Learning the New Ropes. 18. Spreading the Word Far and Wide. Refining Your Message. Telling a Story of the Future. Awareness to Commitment to Passion. Help from Communications Experts. Other Tools in Your Communication Kit. Putting Together a Communications Plan. Continuing to Listen. V. KEEPING SCORE. 19. You Get What You Measure. Measure for a Purpose. Past and Future. Too Many Measures Is Too Much. Ride the Wave of the Current System. Coping with Skeptics. Combine Numbers with the Story Behind Them. You Are What You Present. 20. Developing Measures. Determining Your Goals. Naming Your Audience. Defining the Measures. Deciding What Data Will Be Collected and How. Displaying and Analyzing Your Measures. Looking at Your Team of Measures. Reaching Retirement Age and Other Employment Rules. 21. A Sampler of Measurement Approaches. Developing a Balanced Scorecard of Measures. Determining a Return on Investment for Knowledge Assets. Measuring If Knowledge Management Has Grown Up. Asking Employees What They Think. 22. Measuring Intellectual Capital. A Typology for Measuring Intellectual Capital. Intangible Assets Monitor. The Skandia Navigator. Intellectual Capital Index. Possible Pitfalls. @PARTHEAD VI. SETTLING IN FOR THE LONG HAUL. 23. Where Did We Go Wrong? Build IT and They'll Come. Ignoring Critical Differences. A Kinder, Gentler Place by Tomorrow. Betting the Farm on a CEO or Other Sponsor. Stopping Before You're Done. 24. Moving to the Big Time. How Long Will It Take? Consolidating Lessons Learned. Expanding the Effort. Part of the Establishment. 25. Lagniappe: The Thirteenth Doughnut. IT Support for Personal Knowledge Management. Managing Your Personal Capital. Connecting Yourself to People. Tips on Networking. Forming a Network of Mentors. Appendices. Appendix A. Glossary. Appendix B. Web Sites. Appendix C. Books and Articles. Index.
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