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内容简介:
Guidance on how to share information among peers to helps
companies achieve greater success. Explains the latest management
buzzwords, offers advice on keeping open communication with
customers and co-workers, and maintaining a knowledge management
program with the future in mind. Softcover.
书籍目录:
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
作者介绍:
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.
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书籍介绍
Guidance on how to share information among peers to helps companies achieve greater success. Explains the latest management buzzwords, offers advice on keeping open communication with customers and co-workers, and maintaining a knowledge management program with the future in mind. Softcover.
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