Part 1 | Exploring the Oxymoron | 1 |
1 | What's in a Name? | 3 |
| The Publisher and the Krona | 4 |
| Exploring Knowledge Management | 6 |
| Defining Knowledge | 6 |
| Tacit and Explicit Knowledge | 8 |
| Defining Knowledge Management | 9 |
| Organizational Drivers for Knowledge Management | 9 |
| And the Winners Are | 11 |
2 | More Models Than a Car Show | 15 |
| The World Has Changed, Says Peter Drucker | 16 |
| What the Krona Started | 18 |
| Employee Competence | 18 |
| Internal Structure | 19 |
| External Structure | 19 |
| From Making Bread to the Knowledge Spiral | 20 |
| Creating a Learning Organization | 22 |
| Mapping How Value Is Created | 23 |
3 | What's a Chief Knowledge Officer? | 27 |
| Somebody Has to Do It | 28 |
| Stranger from Outside or Hire Within? | 29 |
| In Search of the CKO | 30 |
| CKOs Are Evangelists | 31 |
| CKOs Are Entrepreneurs | 31 |
| CKOs Are Persuaders | 32 |
| CKOs Are Communicators | 33 |
| CKOs Are IT Savvy | 34 |
| But What Do They Do? | 34 |
| Where Do They Perch? | 35 |
4 | Knowledge Management Success Stories | 37 |
| Introducing Knowledge Masters at Hewlett-Packard Consulting | 38 |
| What We Want to Be | 38 |
| Getting Started | 39 |
| Going for a Trial Run | 40 |
| Phase One | 40 |
| Phase Two | 42 |
| Phase Three | 42 |
| Keep the Fire Burning | 43 |
| The Learning Organization at British Petroleum | 43 |
| The Virtual Team Pilot | 44 |
| How BP Learns Before, During, and After | 45 |
| Comparing HPC and BP | 46 |
Part 2 | Getting Started | 49 |
5 | Developing a Strategy | 51 |
| Fundamentals of a Good KM Strategy | 52 |
| Tailoring KM Strategy for Your Organization | 52 |
| Look at Your Starting Point | 54 |
| Advantages of an Executive Sponsor | 56 |
| Developing the KM Pitch | 57 |
| One Big Strategy or Multiple Projects? | 58 |
| Connecting People or Writing Things Down? | 59 |
6 | Start Small | 63 |
| Why It's a Good Idea to Start with a Pilot | 64 |
| Start with a Pilot | 66 |
| Do Your Homework | 66 |
| Define What "Done" Looks Like | 66 |
| Involve the End Users | 67 |
| Picking a Winner | 67 |
| What's the Buzz? | 68 |
| Learn as You Go | 69 |
| Start with Several Pilots | 70 |
| Plan on Going Big | 70 |
| Form Your Band of Revolutionaries | 70 |
7 | Building the Infrastructure | 73 |
| Deciding Where KM Belongs in the Organization | 74 |
| Decentralized Organizations | 74 |
| Centralized Organizations | 75 |
| Home Sweet Home | 76 |
| Doing the Budget | 76 |
| Developing Your Core Team | 77 |
| Outside-the-Organization Memberships | 78 |
| Celebrations | 78 |
| Creating New Roles and Funky Titles | 79 |
| Forming a Steering Committee | 81 |
8 | Communities of Practice--The Killer Application | 85 |
| The Platypus of Organizational Structures | 86 |
| The Three Dimensions of a Community of Practice | 88 |
| The Life Cycle of the Community Platypus | 89 |
| Planning | 89 |
| Start-Up | 89 |
| Growth | 90 |
| Sustainment | 90 |
| Closure | 90 |
| The Most Important Member, the Community Coordinator | 90 |
| Helping the Community to Develop the Practice | 90 |
| Helping the Community Develop as a Community | 91 |
| Launching a Community of Practice at SAP America | 93 |
| Laying the Foundation | 93 |
| Liftoff for the Community | 95 |
9 | Strategic Choices for Connecting People to People | 97 |
| Look in the Yellow Pages | 97 |
| Yellow Pages for Expertise | 99 |
| Keys for Success | 100 |
| Danger Ahead | 101 |
| Automation | 101 |
| Best Practice Systems | 102 |
| Best Practices Help the American Red Cross | 103 |
| Making People-Finders Part of a Larger System | 105 |
10 | More Connection Choices | 107 |
| Minds Going out the Door | 108 |
Part 1 | What? | 109 |
Part 2 | So What? | 110 |
Part 3 | Now What? | 111 |
| Minds in Different Places: Transferring Strategic Knowledge | 112 |
| The Day-to-Day Stuff: Capturing and Transferring Knowledge | 114 |
| Choosing Approaches | 116 |
Part 3 | Can't Live with IT; Can't Live Without IT | 117 |
11 | Why Your CIO Has Gray Hair | 119 |
| IT Serves the Needs of the Business | 120 |
| Understanding the Business | 120 |
| Building Internal Relationships | 121 |
| Looking Ahead | 121 |
| Showing Value | 123 |
| Setting Standards | 123 |
| Going Around the World | 124 |
| Other Causes of CIO Stress | 126 |
12 | Nets, Nets, Nets | 129 |
| Net 1: The Internet and the World Wide Web | 130 |
| What an Intranet Is | 131 |
| What You Can Do on an Intranet | 132 |
| Benefits of an Intranet | 133 |
| Building an Intranet | 134 |
| Before You Leap | 134 |
| The Minimum It Takes | 135 |
| How to Start a Pilot | 135 |
| Maintaining the Intranet | 136 |
| What Is an Extranet? | 137 |
13 | Between You and Me with Collaborative Tools | 139 |
| Characteristics of Collaborative Tools | 139 |
| The Lowly but Popular E-mail | 141 |
| Talking Together Electronically | 144 |
| Electronic Meeting Systems | 145 |
| Working Together | 146 |
| Shared Documents | 146 |
| Shared Databases | 146 |
| The Electronic Whiteboard | 147 |
| Videoconferencing | 147 |
| Putting It All Together: Integrated Solutions | 148 |
14 | Finding the Information You Need | 151 |
| Staying Out of the Junkyards: Managing Content | 152 |
| Managing Content with Taxonomies and Search Engines | 154 |
| A Taxonomy in Action | 156 |
| Search Engines | 156 |
| One-Stop Shopping with a Portal | 157 |
Part 4 | The Showstopper of Culture | 161 |
15 | Culture Is You, Me, and Everybody Else | 163 |
| The Three Levels of Organizational Culture | 164 |
| Culture Is Learned | 165 |
| Culture Is Stable | 166 |
| The Importance of Understanding Culture | 168 |
| Seeing the Invisible | 169 |
16 | Working with Organizational Culture | 173 |
| Change the Way People Work | 173 |
| Discovering the Shadow Organization | 175 |
| Helping Leaders to Walk the Talk | 177 |
| Leaders Are Always on Display | 178 |
| This Means You, Too, Change Agent | 178 |
| The Importance of Middle Management | 178 |
| Aligning Rewards and Recognition | 179 |
| Creating New Heroes | 180 |
17 | Managing the Change | 183 |
| The Change Process | 184 |
| The Future State | 184 |
| The Current State | 185 |
| The Transition State | 186 |
| Resistance to Change | 186 |
| A Road Map for the Journey | 188 |
| How Big Is the Change? | 188 |
| Who's for You? Who's Against You? | 189 |
| Learning the New Ropes | 190 |
18 | Spreading the Word Far and Wide | 193 |
| Refining Your Message | 193 |
| Telling a Story of the Future | 194 |
| Awareness to Commitment to Passion | 196 |
| Awareness | 197 |
| Commitment | 197 |
| Passion | 198 |
| Help from Communications Experts | 198 |
| Other Tools in Your Communication Kit | 199 |
| A Xerox Tool | 199 |
| Concept Visualization Video | 200 |
| Your Press Kit | 201 |
| Putting Together a Communications Plan | 202 |
| Continuing to Listen | 203 |
Part 5 | Keeping Score | 205 |
19 | You Get What You Measure | 207 |
| Measure for a Purpose | 208 |
| Past and Future | 208 |
| Too Many Measures Is Too Much | 210 |
| Ride the Wave of the Current System | 211 |
| Coping with Skeptics | 212 |
| Combine Numbers with the Story Behind Them | 213 |
| You Are What You Present | 214 |
20 | Developing Measures | 217 |
| Determining Your Goals | 218 |
| Naming Your Audience | 218 |
| Defining the Measures | 220 |
| Deciding What Data Will Be Collected and How | 222 |
| Displaying and Analyzing Your Measures | 223 |
| Looking at Your Team of Measures | 224 |
| Reaching Retirement Age and Other Employment Rules | 225 |
21 | A Sampler of Measurement Approaches | 227 |
| Developing a Balanced Scorecard of Measures | 228 |
| Determining a Return on Investment for Knowledge Assets | 230 |
| Measuring If Knowledge Management Has Grown Up | 232 |
| Asking Employees What They Think | 234 |
22 | Measuring Intellectual Capital | 239 |
| A Typology for Measuring Intellectual Capital | 240 |
| Intangible Assets Monitor | 241 |
| Three Categories | 242 |
| A Generic Example of Typical Indicators | 244 |
| The Celemi Intangible Assets Monitor | 244 |
| The Skandia Navigator | 245 |
| Intellectual Capital Index | 246 |
| Possible Pitfalls | 247 |
Part 6 | Settling In for the Long Haul | 251 |
23 | Where Did We Go Wrong? | 253 |
| Build IT and They'll Come | 254 |
| Ignoring Critical Differences | 255 |
| A Kinder, Gentler Place by Tomorrow | 257 |
| Betting the Farm on a CEO or Other Sponsor | 259 |
| Stopping Before You're Done | 261 |
24 | Moving to the Big Time | 263 |
| How Long Will It Take? | 264 |
| Time Line at Hewlett-Packard Consulting | 264 |
| Time Line for British Petroleum | 265 |
| Consolidating Lessons Learned | 266 |
| Expanding the Effort | 267 |
| Looking Again | 267 |
| The Rush for Gold | 267 |
| Ramping Up | 268 |
| Paying for Your Sins | 269 |
| Part of the Establishment | 270 |
25 | Lagniappe: The Thirteenth Doughnut | 275 |
| IT Support for Personal Knowledge Management | 276 |
| Managing Your Personal Capital | 277 |
| Knowledge Stock | 277 |
| Knowledge Currency | 277 |
| Knowledge Flow | 278 |
| Connecting Yourself to People | 279 |
| Giving to Get | 279 |
| Making Connections | 281 |
| Tips on Networking | 281 |
| Forming a Network of Mentors | 283 |
| Appendices | |
A | Glossary | 285 |
B | Web Sites | 293 |
C | Books and Articles | 299 |
| Index | 305 |