Foreword xi Preface xiii Acknowledgments xix Chapter 1 Positioning Knowledge Management for the Future 1 What is Knowledge Management? 2 KM in a New Context 3 Primary Directives 10 Showcasing KM Leaders 12 Closing Comments 16 Chapter 2 A Call to Action 19 Determine the Value Proposition 20 Identify Critical Knowledge 23 Locate Your Critical Knowledge 24 How Knowledge Should Flow 29 Getting Buy-In 32 Closing Comments 32 Chapter 3 Knowledge Management Strategy and Business Case 35 A Framework for KM Strategy Development 36 The Business Case for KM 41 Closing Comments 43 Chapter 4 Selecting and Designing Knowledge Management Approaches 45 A Portfolio of Approaches 45 Selecting KM Approaches 48 Designing a KM Approach 52 What Can Go Wrong 53 Portfolio Example: Retaining Critical Knowledge 54 Closing Comments 59 Chapter 5 Proven Knowledge Management Approaches 61 Communities of Practice 61 Lessons Learned 68 Transfer of Best Practices 74 Closing Comments 78 Chapter 6 Emerging Knowledge Management Approaches 81 The Promise of Social Computing 82 Revealing New Facets of Information 84 The New Generation of Self-Service: The Digital Hub 85 The Digital Hub at Work 86 Challenges and Change Management 96 Our Recommendations 101 Case Examples 102 Closing Comments 107 Chapter 7 Working Social Networking 109 Guidelines for Enterprise Social Networking 110 Closing Comments 115 Chapter 8 Governance, Roles, and Funding 117 Governance Group 117 KM Core Group 119 KM Design Teams 123 Investing in KM 124 Balancing Corporate and Business-Unit Funding 125 Closing Comments 126 Chapter 9 Building a Knowledge-Sharing Culture 129 Lead by Example 130 Brand Aggressively 134 Make KM Fun 139 Closing Comments 142 Chapter 10 Measuring the Impact of Knowledge Management 143 A Portfolio of Measures 144 Measuring across the Levels of Maturity 147 The Power of Analytics 151 A KM Measurement System 152 Closing Comments 154 Chapter 11 Make Best Practices Your Practices 157 Above and In the Flow 157 Other Principles 158 So What Do You Do Monday Morning? 160 Appendix Case Studies 163 ConocoPhillips 163 Fluor 179 IBM 197 MITRE 210 References 227 About the Authors 229 About APQC 230 Index 233
DR. CARLA O'DELL , one of the world's leading experts in KM, is president of APQC. She is the coauthor of numerous books and writes frequently for leading journals and magazines, as well as APQC's KM portal (www.apqc.org/km), and is a sought-after keynote speaker. CINDY HUBERT is the executive director of APQC's delivery services. Over the past fifteen years, Hubert and her team have worked with more than 450 organizations using APQC's proven KM methodologies. She writes frequently for leading journals and magazines and is consistently among the highest-rated speakers at internal and external conferences.