Knowledge Networking: Creating the Collaborative Enterprise
A comprehensive overview of the strategic application of knowledge management within global corporations.
TABLE OF CONTENTS Knowledge Networking: Creating the Collaborative Enterprise
Chapter 7: Toolkit for the Knowledge-Based Enterprise
Overview
The most common question asked of me in my consulting role is 'how do you get people to share their knowledge?' Organizational culture is the main stumbling block facing many organizations trying to build a knowledge-based enterprise.
Human and behavioural factors therefore feature heavily throughout this chapter. The guiding framework used is derived from an analysis of factors that underscore the success of a knowledge-based business. Its elements include leadership, environment, culture and structure, processes for managing organizational knowledge, measures, and supporting infrastructures. The activities in this toolkit are sets of questions that preface discussion of each of ten success factors. These help you evaluate how well your organization is implementing the knowledge agenda. Guidance is then given on best practice for each element of the framework.
Leaders and laggards
In order to gain insights into what helps knowledge-based organizations succeed it is instructive to identify differences between leaders and laggards (Table 7.1).
Table 7.1: Leaders and laggards in knowledge initiatives
| Leaders | vs | Laggards |
|---|---|---|
| vs | Knowledge is not viewed as a strategic lever, e.g. it is something just for the Information Services (IS) department. |
| vs | Knowledge management activities take place in isolated pockets without strong senior management support. |
| vs | A narrow process perspective, e.g. limited to knowledge sharing rather than embracing all processes including knowledge creation and innovation. |
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Copyright David J. Skyrme 1999 under license agreement with Books24x7
