The complete idiot's guide to knowledge management /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Rumizen, Melissie Clemmons
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Indianapolis, IN : Alpha, ©2002.
Temas:
Knowledge management.
Gestion des connaissances.
BUSINESS & ECONOMICS > Information Management.
BUSINESS & ECONOMICS > Knowledge Capital.
Knowledge management
Kennismanagement.
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Exploring the Oxymoron
  • What's in a Name?
  • The Publisher and the Krona
  • Exploring Knowledge Management
  • Defining Knowledge
  • Tacit and Explicit Knowledge
  • Defining Knowledge Management
  • Organizational Drivers for Knowledge Management
  • And the Winners Are
  • More Models Than a Car Show
  • The World Has Changed, Says Peter Drucker
  • What the Krona Started
  • Employee Competence
  • Internal Structure
  • External Structure
  • From Making Bread to the Knowledge Spiral
  • Creating a Learning Organization
  • Mapping How Value Is Created
  • What's a Chief Knowledge Officer?
  • Somebody Has to Do It
  • Stranger from Outside or Hire Within?
  • In Search of the CKO
  • CKOs Are Evangelists
  • CKOs Are Entrepreneurs
  • CKOs Are Persuaders
  • CKOs Are Communicators
  • CKOs Are IT Savvy
  • But What Do They Do?
  • Where Do They Perch?
  • Knowledge Management Success Stories
  • Introducing Knowledge Masters at Hewlett-Packard Consulting
  • What We Want to Be
  • Going for a Trial Run
  • Phase One
  • Phase Two
  • Phase Three
  • Keep the Fire Burning
  • The Learning Organization at British Petroleum
  • The Virtual Team Pilot
  • How BP Learns Before, During, and After
  • Comparing HPC and BP
  • Developing a Strategy
  • Fundamentals of a Good KM Strategy
  • Tailoring KM Strategy for Your Organization
  • Look at Your Starting Point
  • Advantages of an Executive Sponsor
  • Developing the KM Pitch
  • One Big Strategy or Multiple Projects?
  • Connecting People or Writing Things Down?
  • Start Small
  • Why It's a Good Idea to Start with a Pilot
  • Start with a Pilot
  • Do Your Homework
  • Define What "Done" Looks Like
  • Involve the End Users
  • Picking a Winner
  • What's the Buzz?
  • Learn as You Go
  • Start with Several Pilots
  • Plan on Going Big
  • Form Your Band of Revolutionaries
  • Building the Infrastructure
  • Deciding Where KM Belongs in the Organization
  • Decentralized Organizations
  • Centralized Organizations
  • Home Sweet Home
  • Doing the Budget
  • Developing Your Core Team
  • Outside-the-Organization Memberships
  • Celebrations
  • Creating New Roles and Funky Titles
  • Forming a Steering Committee
  • Communities of Practice--The Killer Application
  • The Platypus of Organizational Structures
  • The Three Dimensions of a Community of Practice
  • The Life Cycle of the Community Platypus
  • Planning
  • Start-Up
  • Growth
  • Sustainment
  • Closure
  • The Most Important Member, the Community Coordinator
  • Helping the Community to Develop the Practice
  • Helping the Community Develop as a Community
  • Launching a Community of Practice at SAP America
  • Laying the Foundation
  • Liftoff for the Community
  • Strategic Choices for Connecting People to People
  • Look in the Yellow Pages
  • Yellow Pages for Expertise
  • Keys for Success
  • Danger Ahead
  • Automation
  • Best Practice Systems
  • Best Practices Help the American Red Cross
  • Making People-Finders Part of a Larger System
  • More Connection Choices
  • Minds Going out the Door
  • What?
  • So What?
  • Now What?
  • Minds in Different Places: Transferring Strategic Knowledge
  • The Day-to-Day Stuff: Capturing and Transferring Knowledge
  • Choosing Approaches
  • Can't Live with IT; Can't Live Without IT
  • Why Your CIO Has Gray Hair
  • IT Serves the Needs of the Business
  • Understanding the Business
  • Building Internal Relationships
  • Looking Ahead
  • Showing Value
  • Setting Standards
  • Going Around the World
  • Other Causes of CIO Stress
  • Nets, Nets, Nets
  • Net 1: The Internet and the World Wide Web
  • What an Intranet Is
  • What You Can Do on an Intranet
  • Benefits of an Intranet
  • Building an Intranet
  • Before You Leap
  • The Minimum It Takes
  • How to Start a Pilot
  • Maintaining the Intranet
  • What Is an Extranet?
  • Between You and Me with Collaborative Tools
  • Characteristics of Collaborative Tools
  • The Lowly but Popular E-mail
  • Talking Together Electronically
  • Electronic Meeting Systems
  • Working Together
  • Shared Documents
  • Shared Databases
  • The Electronic Whiteboard
  • Videoconferencing
  • Putting It All Together: Integrated Solutions
  • Finding the Information You Need
  • Staying Out of the Junkyards: Managing Content
  • Managing Content with Taxonomies and Search Engines
  • A Taxonomy in Action
  • Search Engines
  • One-Stop Shopping with a Portal
  • The Showstopper of Culture
  • Culture Is You, Me, and Everybody Else
  • The Three Levels of Organizational Culture
  • Culture Is Learned
  • Culture Is Stable
  • The Importance of Understanding Culture
  • Seeing the Invisible
  • Working with Organizational Culture
  • Change the Way People Work
  • Discovering the Shadow Organization
  • Helping Leaders to Walk the Talk
  • Leaders Are Always on Display
  • This Means You, Too, Change Agent
  • The Importance of Middle Management
  • Aligning Rewards and Recognition
  • Creating New Heroes
  • Managing the Change
  • The Change Process
  • The Future State
  • The Current State
  • The Transition State
  • Resistance to Change
  • A Road Map for the Journey
  • How Big Is the Change?
  • Who's for You? Who's Against You?
  • Learning the New Ropes
  • Spreading the Word Far and Wide
  • Refining Your Message
  • Telling a Story of the Future
  • Awareness to Commitment to Passion
  • Awareness
  • Commitment
  • Passion
  • Help from Communications Experts
  • Other Tools in Your Communication Kit
  • A Xerox Tool
  • Concept Visualization Video
  • Your Press Kit
  • Putting Together a Communications Plan
  • Continuing to Listen
  • Keeping Score
  • You Get What You Measure
  • Measure for a Purpose
  • Past and Future
  • Too Many Measures Is Too Much
  • Ride the Wave of the Current System
  • Coping with Skeptics
  • Combine Numbers with the Story Behind Them
  • You Are What You Present
  • Developing Measures
  • Determining Your Goals
  • Naming Your Audience
  • Defining the Measures
  • Deciding What Data Will Be Collected and How
  • Displaying and Analyzing Your Measures
  • Looking at Your Team of Measures
  • Reaching Retirement Age and Other Employment Rules
  • A Sampler of Measurement Approaches
  • Developing a Balanced Scorecard of Measures
  • Determining a Return on Investment for Knowledge Assets
  • Measuring If Knowledge Management Has Grown Up
  • Asking Employees What They Think
  • Measuring Intellectual Capital
  • A Typology for Measuring Intellectual Capital
  • Intangible Assets Monitor
  • Three Categories
  • A Generic Example of Typical Indicators
  • The Celemi Intangible Assets Monitor
  • The Skandia Navigator
  • Intellectual Capital Index
  • Possible Pitfalls
  • Settling In for the Long Haul
  • Where Did We Go Wrong?
  • Build IT and They'll Come
  • Ignoring Critical Differences
  • A Kinder, Gentler Place by Tomorrow
  • Betting the Farm on a CEO or Other Sponsor
  • Stopping Before You're Done
  • Moving to the Big Time
  • How Long Will It Take?
  • Time Line at Hewlett-Packard Consulting
  • Time Line for British Petroleum
  • Consolidating Lessons Learned
  • Expanding the Effort
  • Looking Again
  • The Rush for Gold
  • Ramping Up
  • Paying for Your Sins
  • Part of the Establishment
  • Lagniappe: The Thirteenth Doughnut
  • IT Support for Personal Knowledge Management
  • Managing Your Personal Capital
  • Knowledge Stock
  • Knowledge Currency
  • Knowledge Flow
  • Connecting Yourself to People
  • Giving to Get
  • Making Connections
  • Tips on Networking
  • Forming a Network of Mentors.

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