"87 per cent of companies, whatever their industry, believe that they are a knowledge-based business."—(Business Intelligence/Ernst&Young Survey, 1997)
There is also a One Day Practicum: An Interactive Workshop based on this report.
How to Order Creating the Knowledge-Based Business
pp. 510
ISBN 1 898085 27 7
Price: $995
Available from: Business
Intelligence.
The 524 page management report: Creating the Knowledge-Based Business, by David J. Skyrme and Debra M. Amidon, published by Business Intelligence (1997), features ten in-depth case studies and twenty-seven additional caselets of best practice. As part of their research for Creating the Knowledge-based Business, the authors have identified ten characteristics of leaders.
Published by Business Intelligence, this report describes:
- The business case for knowledge management
- Essential practical tools and techniques
- Frameworks and processes for creating and sharing knowledge
- How to create a knowledge culture
- New measurement systems, challenges and concepts
- The role of information technology
It is one of a trilogy publications that also cover the State-of-the-Art and State-of-the-Future. There is also a One Day Practicum: An Interactive Workshop based on this report.
What readers say
"An excellent report, well organized, well written ad full of valuable insights. It is a model in itself of how to transfer knowledge and I believe it will be the bible, certainly over the next year or two, for knowledge practitioners working to ensure their businesses get real tangible benefits from managing and exploiting knowledge." — Ian Lang, Corporate Business Consultant, Zeneca Agrochemicals
"I have greatly enjoyed reading your report on knowledge management, one of the hottest issues of our decade. Your report combines the advantages of high level introduction, with a lot of detail on benefits, the value proposition behind knowledge management, and the technology implementation. There is a lot of material pulled together in this report from a variety of sources — especially useful if you need to sell the benefits of knowledge management to the board members of your company" — Dr. Marcus Speh, Senior Advisor for Corporate IT, Shell International.
"Skyrme and Amidon have been leaders in this field for the past decade, long before the big firms staked out their turf. They provide a clear-headed overview of what's happening and offer a framework for managing knowledge, this still elusive zephyr of business performance.
This timely publication gives consultants and researchers a competitive advantage. It is an essential addition to professional libraries in businesses and management schools. It ain't cheap. It is big and it is hard to find —but once you have it, it delivers the goods." —Bob Wiele, The Centre for High Performance (Canada)
"Creating the Knowledge-Based Business is the authoritative source on knowledge management, allowing readers to explore both the basics and the subtleties of the subject. The authors offer a perfect mix of theory and practice, explain key concepts, provide useful frameworks, and, in general, create a document that can be used as a used as a primary reference tool. It provides a solid foundation and is "must reading" for the serious professional planning a knowledge management initiative." —Jeff Gibbs, IBM Consultant, December issue of 1998 Internal Auditor."For organizations investigating the benefits of knowledge management or in the early stages of implementing a knowledge-creating strategy, this report is required reading. It provides a comprehensive overview of the subject and detailed case studies of the innovators. At £595 it is less than the cost of one day's consultancy - and in most cases should be much more valuable."—Rory Chase, Editor, Journal of Knowledge Management
Table of Contents
Chapter 1 - The Momentum of Knowledge Management
Drivers behind the knowledge management movement
- Why TQM and BPR are not enough
- The role of knowledge in corporate success
- Thought leadership: shapers of the knowledge agenda
- The foundations of knowledge management
- Knowledge management in practice
Chapter 2 - Knowledge Management in Practice
Surveys of knowledge management
- The latest Business Intelligence/Ernst and Young
survey
Chapter 3 - Knowledge Leadership
Setting the direction and gaining commitment
- Do you need a CKO (Chief Knowledge Officer)?
- The role of the CEO
- Leadership at all levels
- Creating a knowledge management architecture
- Knowledge teams
Chapter 4 - The Measurement Gap
The baseline for improvement and adding value
- Why measure intangible assets?
- Information and knowledge as critical resources
- Limitations of traditional accounting
- New measures of success
- Identification of intangible assets
- From asset value to usage value
- Justifying investment in knowledge management
Chapter 5 - Value Adding Processes
Leveraging your knowledge potential
- Knowledge strategy and policy
- Managing the knowledge asset
- Knowledge-based business processes
- Knowledge Identification - the starting point
- Creating the knowledge base
- Using and diffusing knowledge
- Knowledge protection
Chapter 6 - Creating A Knowledge Enhancing
Culture
Ways of improving knowledge creation and sharing
- New structures, new cultures
- The networked organization
- The politics of knowledge
- Levers of change
- Workspaces that work
- Connections, communications and conversations
- Supportive reward systems
Chapter 7 - Roles and Skills for the Knowledge Age
- New roles: their recognition and development
- Skills for the knowledge-based company
- The shift to learning
- The Learning Organisation
Chapter 8 - The Technology Infrastructure
Facilitating Knowledge Sharing
- Knowledge based systems
- The first generation: what went wrong?
- Knowledge discovery tools
- Knowledge mapping and related tools
- Collaborative Technologies
- Groupware and Intranets
- Videoconferencing
Chapter 9 - An Agenda for Action
- Opportunities and Challenges - State-of-theory vs.
state-of-practice
- Lessons from the leaders
- Critical Success Factors
Appendices
- Bibliography/Notes
- Glossary
- Consultancy Profiles
- Case summary
The report includes ten full case studies and 20 caselets. Each chapter has a summary and central chapters have 'best practice guidelines' synthesised from the experience of knowledge leaders.
The State-of-the-Art
Innovation Strategy for the Knowledge Economy: The Ken Awakening, published by Butterworth-Heinemann (May 1997)
This book is intended for managers who have practiced the best of quality and reengineering management techniques and are ready to transform their organizations with systematic knowledge creation and application. As a verb, ken means to know or recognize. As a noun, it means perception or understanding. Ken is the unifying term that brings together the variety of perspectives that comprise the "community of knowledge practice."
The State-of-the-Future
Collaborative Innovation and the Knowledge Economy. This
monograph was published in early 1998 by the Society for Management Accountants of Canada.
Interest in a new economic world order based upon intellectual capital has grown exponentially in both industrialized nations and developing countries around the world. We are not at a loss for new ideas, but rather the infrastructure to effectively move ideas to prosperity (i.e. the innovation cycle).
This monograph is intended to (1) outline the major trends, (2) identify fragmented streams of activity which could be coalesced with a new common innovation language, (3) define the core premise fundamental to a collaborative future of shared prosperity and (4) suggest a blueprint for a dialogue which may chart a direction toward the emerging "world trade of ideas".
How to Order Creating the Knowledge-Based Business
pp. 510
ISBN 1 898085 27 7
Price: $995
Available from: Business
Intelligence
