TABLE OF CONTENTS What are the characteristics that distinguish organizations that are leaders in knowledge management and those that are less successful or even failing in their knowledge initiatives? In research for Creating the Knowledge-based Business we found ten recurring characteristics that separated the leaders and the laggards. The report also illustrates these characteristics through case studies of thirty-three knowledge leaders.
They have a clearly articulated vision of what the knowledge agenda and knowledge management is about. Their thinking about their business, their business environment, and their knowledge goals is clear.
They have enthusiastic knowledge champions who are supported by senior management.
They have a holistic perspective that embraces strategic, technological, and organizational perspectives.
They use systematic processes and frameworks (the power of visualization).
They "bet on knowledge," even when the cost benefits cannot easily be measured.
They use effective communications, using all the tricks of marketing and PR.
There is effective interaction at all levels with their customers and external experts. Human networking takes place internally and externally on a broad front.
They demonstrate good teamwork, with team members drawn from many disciplines.
They have a culture of openness and inquisitiveness that stimulates innovation and learning.
They develop incentives, sanctions, and personal development programs to change behaviors.
They simplify knowledge to an information or database model, often applying the "knowledge" label without a comprehensive understanding of what knowledge is about.
They package and disseminate the knowledge that is most readily available...
