
Stealth KM
Winning Knowledge Management Strategies for the Public Sector
Niall Sinclair(Author)
Butterworth-Heinemann (Publisher)
1st Edition
Published on 25. January 2006
Book
Paperback/Softback
232 pages
978-0-7506-7931-2 (ISBN)
Description
Stealth KM presents an innovative way to drive successful knowledge management initiatives in the public sector. Niall Sinclair, a well-known, former high-level official in the Canadian Government, proposes a technique that has been proven to work in his own governmental area of 20,000 employees, and that enables executives and professionals, especially those in government and public institutions, to implement KM programs successfully.
Reviews / Votes
"This is an easy-to-read book filled with ideas useful not only to the public sector, but to the private and academic sectors as well."Karen Takle Quinn, FaultLine
More details
Language
English
Place of publication
Oxford
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
Professional and scholarly
Professional Practice & Development
Dimensions
Height: 229 mm
Width: 152 mm
Weight
430 gr
ISBN-13
978-0-7506-7931-2 (9780750679312)
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
Other editions
Additional editions

Book
01/2017
1st Edition
Routledge
€215.41
Shipment within 10-20 days


Person
Niall Sinclair was Director of KM and IM Initiatives at Public Works and Government Services Canada. PWGSC is a department of 20,000 employees and is the government's manager and supervisor, overseeing the spending of all government program allocations (multiple billions of dollars). At PWGSC, responsible for developing a sustainable departmental KM framework that integrates technologies, processes and people. Prior to this appointment, was Director of Information Management for the Chief Information Officer's Branch (CIOB) of the Treasury Board of Canada Secretariat (TBS). At TBS, was responsible for establishing a sustainable Information Management framework for the Government of Canada, especially with regard to delivery of key initiatives such as Government On-Line. Prior to working in government, spent 30 years in the private sector, working in the IT, IM and KM fields. Also founded and ran two private-sector companies during the 80s and 90s in England. The first company, a software house that developed systems for industry, produced a number of early precursors of today's collaboration and knowledge-dissemination software tools. The second company was a consultancy business that advised companies (including ICI, Brunner Mond, etc.) how to maximize business systems and corporate-knowledge processes. Author of numerous IM and KM papers and articles, and have been published in England, the United States and Canada. Member of the advisory board for Queens University's (Canada) Research Centre for Knowledge-based Enterprises, and of the adjunct-faculty of the Institute for Knowledge and Innovation at George Washington University in Washington.
Content
Part I: KM is Dead, Long-Live KM
Chapter 1: The Problem with Governments
Chapter 2: The Problem with Knowledge Management
Part II: The Path of Least Resistance
Chapter 3: Marketing Knowledge Management Successfully
Chapter 4: Aligning Knowledge Management with the Organization
Chapter 5: Deploying Knowledge Management in the Organization
Chapter 6: Measuring Knowledge Management in the Organization
Part III: Making the Connection
Chapter 7: Lessons Learned: Some the Hard Way
Chapter 8: Successful Knowledge Management: Case Studies from the Private Sector
Part IV: The Disappearing Present
Chapter 9: Knowledge Management: The Next Generation
Bibliography
Chapter 1: The Problem with Governments
Chapter 2: The Problem with Knowledge Management
Part II: The Path of Least Resistance
Chapter 3: Marketing Knowledge Management Successfully
Chapter 4: Aligning Knowledge Management with the Organization
Chapter 5: Deploying Knowledge Management in the Organization
Chapter 6: Measuring Knowledge Management in the Organization
Part III: Making the Connection
Chapter 7: Lessons Learned: Some the Hard Way
Chapter 8: Successful Knowledge Management: Case Studies from the Private Sector
Part IV: The Disappearing Present
Chapter 9: Knowledge Management: The Next Generation
Bibliography