Making Knowledge Management Work for Your Organisation
Published on 31. January 2012
Book
Paperback/Softback
203 pages
978-1-908640-13-0 (ISBN)
Description
In a world of accelerating change and complexity, knowledge management (KM) can make the difference between your organisation surviving, or thriving! Like to know how? Ark Group's report, Making KM Work for Your Organisation features no less than 11 insightful case studies demonstrating how organisations are successfully using KM to drive organisational performance and achieve strategic goals.
These include: * Using a KM approach to re-engineer key processes and services at Mills & Reeve; * Enabling strategy realisation with KM at Parsons Brinckerhoff; * Using knowledge reviews to capture project knowledge and lessons learnt at Arup; * Developing and implementing KM strategy at Syngenta; * Building a Living Archive at Asian Development Bank; * Carrying out pro-active reviews at Oracle EMEA; * Leveraging intellectual capital at Arup University; * Using knowledge markets to accelerate the exchange of ideas at Sellafield Ltd; * Connecting partners, sharing information and capturing knowledge at * Asian Cities Climate Change Resilience Network; * Creating a Knockout Model for organisational transformation at MTR Corporation; and * Developing an online network for school leaders in England at The National College. Leading industry experts Ron Young, Nick Milton, Arthur Shelley and Nick Davies also share their invaluable perspectives and advice on how to deliver successful KM initiatives that support your strategic objectives.
Making KM Work for Your Organisation is designed specifically to help you: * Unlock potential and deliver real value; * Enable strategy realisation from the top down; * Engage staff and improve work performance from the bottom up; * Develop a coherent KM strategy and build the business case; * Utilise key KM tools and models to enable organisational learning; * Build a collaborative working culture that encourages knowledge sharing; * Use key tools for inspiring innovation and creativity; * Understand the role of technology and enabling systems; and * Adapt to a changing workplace in a networked world. PLUS - this highly practical report comes with useful appendices which can easily be adapted to be implemented immediatly within your organisation. These include: * A question template for staff interviews; * Example KM survey questions; * Sample questions for a KM maturity assessment statement; * Typical elements found on a KM road map; and * Selected KM tools to facilitate organisational learning. Unlock your organisation's true performance potential with cutting-edge KM.
These include: * Using a KM approach to re-engineer key processes and services at Mills & Reeve; * Enabling strategy realisation with KM at Parsons Brinckerhoff; * Using knowledge reviews to capture project knowledge and lessons learnt at Arup; * Developing and implementing KM strategy at Syngenta; * Building a Living Archive at Asian Development Bank; * Carrying out pro-active reviews at Oracle EMEA; * Leveraging intellectual capital at Arup University; * Using knowledge markets to accelerate the exchange of ideas at Sellafield Ltd; * Connecting partners, sharing information and capturing knowledge at * Asian Cities Climate Change Resilience Network; * Creating a Knockout Model for organisational transformation at MTR Corporation; and * Developing an online network for school leaders in England at The National College. Leading industry experts Ron Young, Nick Milton, Arthur Shelley and Nick Davies also share their invaluable perspectives and advice on how to deliver successful KM initiatives that support your strategic objectives.
Making KM Work for Your Organisation is designed specifically to help you: * Unlock potential and deliver real value; * Enable strategy realisation from the top down; * Engage staff and improve work performance from the bottom up; * Develop a coherent KM strategy and build the business case; * Utilise key KM tools and models to enable organisational learning; * Build a collaborative working culture that encourages knowledge sharing; * Use key tools for inspiring innovation and creativity; * Understand the role of technology and enabling systems; and * Adapt to a changing workplace in a networked world. PLUS - this highly practical report comes with useful appendices which can easily be adapted to be implemented immediatly within your organisation. These include: * A question template for staff interviews; * Example KM survey questions; * Sample questions for a KM maturity assessment statement; * Typical elements found on a KM road map; and * Selected KM tools to facilitate organisational learning. Unlock your organisation's true performance potential with cutting-edge KM.
More details
Language
English
Place of publication
United Kingdom
Publishing group
Globe Law and Business Ltd
Target group
Professional and scholarly
Illustrations
Illustrations
ISBN-13
978-1-908640-13-0 (9781908640130)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Tim Hawley focuses on improving organisational effectiveness and delivering value from complex integrated change programmes. In enabling organisations to adapt to the rapidly changing environment, Tim has helped shape management thinking around how best to leverage intellectual capital and adopt new ways of working. With over 25 years of experience, formerly in industry and latterly as a consultant, Tim has led a series of major organisational transformation programmes working mainly internationally with clients in Europe, the United States and Asia. Within these programmes, KM has played either a central or major strategic role and has covered private, public and more latterly the third sector. Tim is currently an associate director of Arup, an independent firm owned in trust on behalf of its staff of designers, planners, engineers, consultants and technical specialists. Arup is the creative force behind many of the world's most innovative, influential and sustainable designs. Arup is globally recognised for its award winning approach to KM. Tim started his career in industry with Courtaulds (now part of AkzoNobel), initially supporting business system implementations, before moving to line management positions, progressing through planning and logistics roles to operations management and then on to general management. Prior to moving into consulting, Tim was general manager of Critchley's heat shrink cable identification business (now part of Tyco Electronics). Tim graduated from the University of Newcastle upon Tyne with a BSc (Hons) in Geology and from Cranfield University with an MBA, and has a diploma in organisational behaviour.
Content
Part One: Knowledge management and your organisation Chapter 1: Unlocking organisational potential and making a difference...3 New business realities...3 The business drivers for knowledge management...4 The recent history of knowledge management...5 Defining knowledge management...5 The value case for knowledge management...6 Knowledge management ecosystem...8 Structure of this report...9 Chapter 2: Top-down - Enabling strategy realisation...11 Understanding the business drivers...12 Knowledge management vision and concept development...13 Knowledge audit...18 Knowledge management strategy...19 Chapter 3: Bottom-up - Working more effectively...21 The value of a bottom-up approach...21 The worker at the centre...21 Approach...22 Engagement tools...22 Acting on the findings...27 Chapter 4: Planning the journey and building the business case...29 Assessing knowledge management maturity...29 Devising the strategy...31 The road map...33 The business case...34 Measuring benefits delivery...35 Chapter 5: Mainstreaming knowledge management...37 Silos and traditional hierarchies...37 Organisational engagement...38 The role of leadership...38 Management as an enabler...40 Building early organisational buy in and mastering social influence...41 Barriers to knowledge sharing...43 Motivation...45 Competency and assessment...46 Chapter 6: Organisational learning...49 Organisational learning models...49 Learning opportunities...51 Knowledge management tools that enable organisational learning...54 Chapter 7: Collaborative working and knowledge sharing...55 Building a collaborative culture and cross silo working...55 Communities of practice...56 Physical enabling spaces for collaboration...61 Virtual enabling spaces...62 External collaboration and knowledge sharing...63 Chapter 8: Inspiring innovation and creativity...65 The need for innovation...65 Innovation process...65 Finding inspiration...67 The top-down role in innovation...68 The importance of culture...68 Collaboration tools for innovation...69 Chapter 9: Making the most of enabling systems...71 The role of technology...71 Types of technological tools...71 Web 2.0 and social media...73 Determining the right mix of enabling tools...74 Establishing implementation principles...74 Domain scope...76 Supporting policies for social media...76 Handling information overload...77 Participation...78 Chapter 10: The changing workplace in a networked world...79 Emerging trends...79 Conclusion...80 Making Knowledge Management Work for Your Organisation Part Two: Case studies Introduction...85 Case study 1: Understanding the four dimensions of knowledge management - Personal, team, organisational and inter-organisational knowledge management...89 The four dimensions...90 Inter-relationships between the four dimensions of knowledge management...92 Case study 2: Business focused knowledge management...95 Case study 3: Parsons Brinckerhoff - Enabling strategy realisation ...99 What is the problem?...99 What are we trying to manage?...99 Which questions need to be answered?...100 So what is the answer?...107 Case study 4: Knowledge reviews at Arup - Practical lessons from the field and demonstrating value...109 Arup's knowledge brands...109 Knowledge reviews...112 Conclusion...114 Case study 5: Syngenta - A WIKID way to success!...117 Preparing the fertile soil...117 Identifying new seeds...117 Culturing knowledge management...118 Case study 6: Mills & Reeve - Making a difference with knowledge management in the legal sector...125 Case study 7: Selling the value of knowledge management...129 Credibility...130 Trust...130 Building personal relationships...131 Confidence...132 Case study 8: Stories stimulate knowledge management activity in your organisation...135 Introduction...135 The power of stories...137 The story structure and components...137 Example stories with tangible and intangible benefits...138 Conclusions...141 Case study 9: Asian Development Bank - Building a 'Living Archive'...143 What is a Living Archive?...143 Building a Living Archive...144 - and after...147 Case study 10: Oracle - Carrying out proactive reviews...149 What is a proactive review?...149 Benefits of proactive reviews...150 Requirements of proactive reviews...150 How to get started...151 Case study: The SMILE programme...151 Case study 11: The mission of Arup University...153 Skills networks...154 Articulating value...154 Developing the skills networks and reflections on organisational change...155 Arup University and skills networks...157 Case study 12: Knowledge markets at Sellafield - Accelerating the exchange of ideas...159 What is a knowledge market?...159 Case study: Sellafield supply chain...160 Lessons learnt...161 Conclusions...161 Case study 13: Asian Cities Climate Change Resilience Network - Connecting partners, sharing information and capturing knowledge ...163 Initial consultation...164 Knowledge forums...164 The Knowledge Hub...165 Catalysing engagement...168 Building on success...169 Case study 14: KM at MTR Corporation - A Knockout Model for organisational transformation...171 Unprecedented challenges...171 With great challenge comes great opportunity...172 Engagement, excitement and enlightened leadership...173 From information to innovation...174 Conclusion...174 Postscript: Learning from the best...175 Case study 15: The National College for School Leadership - Creating an online network for school leaders in England...177 The challenge of developing a networking environment in a rapidly changing world...177 Contents Making Knowledge Management Work for Your Organisation Features of the networked environment...178 Lessons learnt...179 Agile development...181 In conclusion...184 Part Three: Appendices Appendix 1: Staff interviews - Question template...189 Appendix 2: Example knowledge management survey questions...191 Appendix 3: Knowledge management maturity assessment statements - Sample questions...195 Appendix 4: Typical elements found on a knowledge management road map...197 Appendix 5: Selected knowledge management tools that facilitate organisational learning...199 Index...203