Accountability, 75
Action learning, 18
Actions boundary, 74
Adaptability, effectiveness and, 55, 56
Administrative processes, 42
Alignment, 125
Allaire, Paul, 291, 292, 298, 299
Baker, Marc, 251
Balanced scorecard (BSC), 101–2
Best practice:
Chevron Corporation case study, 181–3, 184
building and sustaining momentum, 160
keeping content updated, 161
knowledge architecture challenge, 159–60
likely future developments, 161
other tools and practices, 162–3
After Action Review (AAR), 162–3
Operations Value Process (OVP), 163
Peer Assist, 162
Retrospect, 163
Breakdowns, 28
knowledge management myths, 144–6
managing culture and people for sharing, 150–1
stories to fuel internal energy and interest, 146–8
strategic approach to knowledge management, 149–50
British Petroleum (BP), 147
Bureaucracy, 75
Caltex, 173
handling tacit knowledge, 166–7
importance of knowledge management, 165–6
Intangible Assets Monitor, 168–9
Champions, role in knowledge sharing, 68–9
British Airways case study, 148–9
adaptability, effectiveness and, 55, 56
best practice success stories, 181–3
community best practice, 183
energy efficiency, 181
environmental best practice, 183
human resource best practices, 183
process masters, 182
technology brokers, 182
Vision Objective Teams best practice, 183
business principles, 190
committed team values, 191
corporate metrics, 193
enhanced learning and sharing through Global Information Link, 183–8
benchmarking for best practice, 184–5
managing sharing through goals, rewards and empowerment, 185–7
motivating sharing through leadership, 187–8
managing learning and knowledge, 174–5
organizational capability, 191–2
protecting people and the environment, 192–3
sustaining learning through tools and techniques, 179–81
Best Practice Resource Map, 180–1
organizational learning system (OLS), 180
working in downsized environments, 178–9
Chief knowledge officers (CKOs), 69, 238
dimensions of, 51
see also Culture; Environment
interpersonal networking, 201–2
site manager, 201
subscribe and search, 201
Team Web and discussion forums, 201
knowledge management functions and attributes, 199
organization, 196
Quidnunc case study, 278
bridging the technology gap, 116–18
Post Office Consulting case study, 256–7
see also Teams for knowledge and learning
Competencies:
creation through knowledge and learning, 34–41
Comprehensiveness, 125
Computers, see Technology
Consistency, effectiveness and, 55, 56
Control cycle, 40
British Airways case study, 150–1
see also Environment; Knowledge culture; Organizational culture
Data, 9
Derr, Ken, 174–5, 178, 187, 188
Direction-setting processes, 43
Ecological-based organizations, 136–7
Economic value added (EVA), 100–1
Chevron Corporation case study, 185–7
Eng Huang Cheng, 281
Environment:
information-intensive, 81
learning environment creation, 90–1
see also Culture
Experience:
analysing and packaging of, 36–40
experience factories, 36–7, 39–40
Explicit knowledge, 10–11, 26–9
Externalization, 29
Fayol, Henri, 6
Ferrari, John G., 246
Fluctuation, 28
Gerstner, Lou, 224
Glaxo Wellcome Research and Development, 69
Groupware, 108
knowledge management initiative, 208–9
assessment of organizational readiness, 209
moving from pilot to company-wide initiative, 215
launching Learning Communities, 214–15
Hill, Mark, 298
Holt, Laurence, 275
Holtshouse, Dan, 291, 295, 298
cross-functional skills appreciation, 218
culture, 218
shaping by structures and rewards, 219
design and work layout, 220
effective processing of ideas, 219–20
failure acceptance, 220
interaction importance, 218–19
knowledge importance, 220
questions and openness, importance of, 217–18
rewarding failure and success, 220
benefits of knowledge management, 231
intellectual assets through competency networks, 226–8
AssetWeb for best practice management, 227–8
issue-based problem solving, 228–30
knowledge vision, 224
perspective on knowledge, 222–4
ICL (International Computers Limited), 233–9
knowledge initiative beginnings, 234
outcomes, 237
managing the individual towards learning, 86–91
motivational factors affecting knowledge sharing, 57–8
intrinsic versus extrinsic motivation, 57
skills and knowledge, 58
personality traits for knowledge management and learning, 56–7
stages of individual development, 88–90
redundancy, 30
Information junkyards, 115
Information service providers, 238
Information technology (IT), 14–15, 113, 128
see also Intranets; Technology
Information-intensive environments, 81
Informational systems, 106
Innovation, 27
Intellectual capital (IC) measurement, 102–3
Intention, 27
Post Office Consulting case study, 257–61
Junnarkar, Bipin, 246
Knowledge, 9–10, 49–50, 95, 139
exploration/exploitation, 83, 84–5
management considerations related to outcomes, 83–4
measurement of, see Knowledge measurement
owners of, 238
sharing of, see Knowledge sharing
sponsors, 238
Post Office Consulting case study, 263–4
transfer of, see Knowledge transfer
see also Knowledge culture; Knowledge management
Knowledge-based economy, 111
demands of, 111
integrated socio-technical system, 93–4
personalized recognition, 93
resource availability, 94
see also Culture
Knowledge management, 12–13, 26, 49–50
benefits of, 112
knowledge business and knowledge marketplace, 132
organizational gains from, 129–31
societal impact, 132
importance of for organizations, 165–6
supplier matrix, 99
reasons for programme failure, 112–26
technology implementation, 108–9
see also Management; specific case studies
knowledge management matrix, 97–100
supplier matrix, 99
balanced scorecard (BSC), 101–2
economic value added (EVA), 100–1
intellectual capital (IC) measurement, 102–3
Quidnunc case study, 278
Knowledge owners, 238
British Airways case study, 150–1
personal motivational factors and, 57–8
intrinsic versus extrinsic motivation, 57
skills and knowledge, 58
Post Office Consulting case study, 257–61
recruitment of suitable personnel, 66
rewards and motivation, 68
Xerox case study, 292–5, 296–7
Knowledge sponsors, 238
Knowledge transfer, 128
actions for knowledge culture, 77–8
Chevron Corporation case study, 187–8
knowledge sharing/transfer and, 61, 72–3, 124
learning environment creation, 90–1
Xerox case study, 298
see also Management
action learning, 18
barriers to, removal of, 91
management considerations related to outcomes, 83–4
managing the individual towards learning, 86–91
team learning, 47
Learning environment, leadership role, 90–1
Chevron Corporation case study, 175–6, 179–88
Honda Motor Company case study, 217–20
building a shared vision, 47
personal mastery, 46
see also Organizational learning
considerations for different types of outcomes, 83
individual roles for knowledge creation and transfer, 84–6
managing individuals towards learning, 86–91
creating a learning environment, 90–1
managing people towards knowledge climates and cultures, 92–4
availability of resources, 94
integrated socio-technical system, 93–4
personalized recognition, 93
managing teams for knowledge and learning, 80–2
building information-intensive environments, 81
focus on learning, 82
process-based management, 135
values-based management, 135–6
see also Knowledge management; Leadership
Martin, Robert L., 242
Measurement, see Knowledge measurement
Mechanistic knowledge management, 21
Monsanto case study, 244
Moffat, Jerry, 178
communities of knowledge practice, 245–6
knowledge management process, 244–5
knowledge management structures, 245
linking knowledge management to company mission, 244
results, 247
Motivation:
Chevron Corporation case study, 187–8
for knowledge sharing, 68
for learning, 88
intrinsic versus extrinsic motivation, 57
skills and knowledge, 58
Negotiating processes, 43
O'Connell, Patrick, 262
Oil & Gas Consultants International, 180
Operational processes, 41
Operational systems, 106
Organic knowledge management, 21
adaptability, 55
mission/long-term vision, 55–6
cultural norms for knowledge sharing and transfer, 59–62
see also Culture
Organizational learning, 15–16, 138
Chevron Corporation case study, 179–88
processes, 43
see also Learning organizations
Organizational processes, 41–3
change and learning processes, 43
Organizational structure, 62
Chevron Corporation case study, 176–8
CMG case study, 196
as people, project and experience factories, 36–41
ecological-based organization, 136–7
process-based management, 135
values-based management, 135–6
see also Learning organizations
Pacific Coast Oil Company, 173, see also Chevron Corporation
Pacific Western Airlines (PWA), 248–50
Performance support systems (PSSs), 128
Personal mastery, 46
Personality traits for knowledge management and learning, 56–7
Persson, Anders, 285, 286, 287
Platt, Lew, 208
Pornography, Internet and, 284–5
after action review (AAR), 273–4
communities of practice, 256–7
costs of, 269
entry-expert-exit (3Es) interview system, 263–4
organizational applications of, 272–3
knowledge sharing through the intranet, 257–61
Post Office (PO), 251–3, 273–4, see also Post Office Consulting
Problem finding, 31
Problem solving, 31
Process approaches, 25–6, 32–4, 44–8, 137
knowledge creation process, 26–30
administrative, 42
direction-setting, 43
change and learning processes, 43
process-based management, 135
selling, 43
Project teams, 78, see also Teams for knowledge and learning; Teamwork
discussion folders, 277
information technology processes, 276–7
knowledge issue, 276
knowledge management, 276
measurements, 278
knowledge yellow pages, 277
people commitment, 278
Reactive knowledge management, 20–1
Recognition, 93
Repositories of knowledge, 105–6
Resource availability, 94
Reward system, encouragement of knowledge sharing, 61, 68, 124
Risk tolerance, 74
Schingen, Maria, 263
Selling processes, 43
Senior management, see Management
Sharing, see Knowledge sharing
Sherriff, Jim, 209
Singapore Airlines (SIA), 280–3
booking information management, 281
continuous improvement culture, 283
internal information flow management, 282
listening to knowledgeable customers, 282–3
reasons for success, 280
Skills cycle, 40
Socialization, 29
Socio-technical integration, 93–4
Standard Oil Company of California, 173–4, see also Chevron Corporation
Stanford, Naomi, 149
Stevens, Delia, 149
Structural intellectual capital (SIC), 127
Supplier matrix, 99
Sveiby, Dr Karl Erik, 168
Swedish National Crime Intelligence, 284–8
future challenges, 288
knowledge problem, 286
outcomes, 288
Post Office Consulting case study, 263–4
Team learning, 47
Teams for knowledge and learning, 78–82, 137
building information-intensive environments, 81
focus on learning, 82
for knowing what employees know, 107–8
groupware, 108
for knowing what organizations know, 105–7
data warehousing/creating knowledge repositories, 105–6
role in knowledge management, 13–15
Swedish National Crime Intelligence case study, 286–8
see also Information technology
human interaction, 114
Thinking, 116
3M, 52
Total quality management (TQM), 95
TOTS (trust, openness and teamwork for sharing) model, 63–4
Training, 61
Tucker, Laura, 296
Values:
values-based management, 135–6
Ward, Barbara, 196
Web masters, 238
Weber, Max, 7
competing in a turbulent environment, 289–90
human resource challenge, 298–301
knowledge management strategy, 290–2
leadership, 298
yellow pages, 297
Yellow pages, 14
Quidnunc case study, 277
Xerox Corporation case study, 297