By Hubert, Cindy; O'Dell, Carla S
"The most sensible pondering and activities within the fast-moving area of collaboration and data administration the hot facet in wisdom captures the main useful and leading edge practices to make sure businesses have the data they want sooner or later and, extra importantly, the power to attach the dots and use wisdom to be successful this present day. construct or retrofit your company for brand new methods of operating and collaboration by utilizing wisdom administration. Adapt to modern day hottest how one can collaborate reminiscent of social networking. triumph over association silos, wisdom hoarding and "not invented the following" resistance. benefit from rising applied sciences and cellular units to construct networks and proportion wisdom. determine what could be realized from fb, Twitter, Google and Amazon to make organizations and folks smarter, more suitable and quicker. trouble-free and easy-to-follow, this is often the source you are going to flip to time and again to get-and stay-in the comprehend. Plus, the publication is full of real-world examples - the case reports and snapshots of the way top perform businesses are attaining luck with wisdom management"-- �Read more...
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Extra resources for The new edge in knowledge : how knowledge management is changing the way we do business
This map also identif es strengths and opportunities in expertise, knowledge, and sharing behaviors, as well as key knowledge assets that need to be available to other parts of your organization. Y ou can use this map in conjunction with HR succession planning maps to identify risk areas, plan for mitigation, and direct development plans for current employees. 2. Cross-Functional Knowledge Maps • Expertise tacit knowledge map. Use this map to identify specif c employees who are experts and their areas of exper tise.
Do you need to improve the time to competency for new hires? For example, the identif cation of key competencies in tire design and other key disciplines helped Michelin target its call to action and drive the application of KM approaches to hasten the 22 A Call to Action time to competency for new employees. (Universities don ’t teach tire design. ) The third question helps you focus on critical knowledge in your organization’s value proposition to the marketplace. Do you want to compete on the basis of customer knowledge and ser vice; product development and time to market; or low -cost, high-quality operations?
And due to the connections created to help knowledge f ow between the sales people in the f eld and the experts in the laboratories, responses to customer inquiries about products now take hours instead of weeks. As Buckman’s story illustrates, a call to action is the spark to ignite your enterprise KM program. Y ou’ve got to focus on knowledge that is valuable and durable enough to offer a sustainable, competitive advantage and justify the costs of retaining and transferring it. Building large repositories and content management systems to house all knowledge is a fruitless endeavor.
The new edge in knowledge : how knowledge management is changing the way we do business by Hubert, Cindy; O'Dell, Carla S