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By Hubert, Cindy; O'Dell, Carla S

"The top considering and activities within the fast-moving enviornment of collaboration and information administration the hot side in wisdom captures the main useful and leading edge practices to make sure organisations have the information they want sooner or later and, extra importantly, the facility to attach the dots and use wisdom to be triumphant at the present time. construct or retrofit your company for brand spanking new methods of operating and collaboration by Read more...


the simplest pondering and activities within the fast-moving area of collaboration and information administration the hot facet in wisdom captures the main sensible and cutting edge practices to ensure Read more...

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Extra resources for The new edge in knowledge : how knowledge management is changing the way we do business

Sample text

They may be getting great results, but these results are invisible to decision makers. If they work on those gaps in change management and measurement, then they could begin to reap signif cant benef ts. The following sections show how this framework can give you a clear sense of strengths, gaps, and opportunities for improvement to help you develop a KM strategy appropriate for your organization’s level of KM maturity. How Knowledge Use Matures with Your Program As your KM capabilities mature, so will your ability to apply knowledge to add value.

1: • Ad hoc knowledge. Knowledge is inconsistently captured, and awareness of its reuse is low within the organization. • Applied knowledge. There is recognition of the value of organizational knowledge, leading to interest in more consistent reuse. • Leveraged knowledge. Knowledge and its flow is a key enabler of organizational performance. • Dynamic knowledge. Knowledge is used as a competitive differentiator as well as an enabler of innovation and is applied pervasively throughout the organization.

It forces you to provide an estimate of what the potential investment and resource requirements will be to make knowledge f ow where it needs to. It ’s what allows you to formalize your KM program and sustain KM approaches. Your business case should include: 42 Knowledge Management Strategy and Business Case • Initial scope (process, project, function, or knowledge domain) • Goals, objectives, and key per formance indicators for initial scope • Background information • Opportunities for better knowledge f ow including benef ts and value • Resource and IT requirements • Sponsors and key stakeholders • Risks and barriers to success • Estimated costs and benef ts • Milestones and potential time line • Approval to proceed You could build a business case for KM approaches at a local level, but that would not help build enterprise capacity for the future.

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