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

The best thinking and actions in the fast-moving arena of collaboration and knowledge management

The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today.

Build or retrofit your organization for new ways of working and collaboration by using knowledge management Adapt to today's most popular ways to collaborate such as social networking Overcome organization silos, knowledge hoarding and "not invented here" resistance Take advantage of emerging technologies and mobile devices to build networks and share knowledge Identify what can be learned from Facebook, Twitter, Google and Amazon to make firms and people smarter, stronger and faster

Straightforward and easy-to-follow, this is the resource you'll turn to again and again to get-and stay-in the know. Plus, the book is filled with real-world examples - the case studies and snapshots of how best practice companies are achieving success with knowledge management.

• Foreword p. xi
• Preface p. xiii
• Acknowledgments p. xix
• Chapter 1 Positioning Knowledge Management for the Future p. 1
• What is Knowledge Management? p. 2
• KM in a New Context p. 3
• Primary Directives p. 10
• Showcasing KM Leaders p. 12
• Closing Comments p. 16
• Chapter 2 A Call to Action p. 19
• Determine the Value Proposition p. 20
• Identify Critical Knowledge p. 23
• Locate Your Critical Knowledge p. 24
• How Knowledge Should Flow p. 29
• Getting Buy-In p. 32
• Closing Comments p. 32
• Chapter 3 Knowledge Management Strategy and Business Case p. 35
• A Framework for KM Strategy Development p. 36
• The Business Case for KM p. 41
• Closing Comments p. 43
• Chapter 4 Selecting and Designing Knowledge Management Approaches p. 45
• A Portfolio of Approaches p. 45
• Selecting KM Approaches p. 48
• Designing a KM Approach p. 52
• What Can Go Wrong p. 53
• Portfolio Example: Retaining Critical Knowledge p. 54
• Closing Comments p. 59
• Chapter 5 Proven Knowledge Management Approaches p. 61
• Communities of Practice p. 61
• Lessons Learned p. 68
• Transfer of Best Practices p. 74
• Closing Comments p. 78
• Chapter 6 Emerging Knowledge Management Approaches p. 81
• The Promise of Social Computing p. 82
• Revealing New Facets of Information p. 84
• The New Generation of Self-Service: The Digital Hub p. 85
• The Digital Hub at Work p. 86
• Challenges and Change Management p. 96
• Our Recommendations p. 101
• Case Examples p. 102
• Closing Comments p. 107
• Chapter 7 Working Social Networking p. 109
• Guidelines for Enterprise Social Networking p. 110
• Closing Comments p. 115
• Chapter 8 Governance, Roles, and Funding p. 117
• Governance Group p. 117
• KM Core Group p. 119
• KM Design Teams p. 123
• Investing in KM p. 124
• Balancing Corporate and Business-Unit Funding p. 125
• Closing Comments p. 126
• Chapter 9 Building a Knowledge-Sharing Culture p. 129
• Lead by Example p. 130
• Brand Aggressively p. 134
• Make KM Fun p. 139
• Closing Comments p. 142
• Chapter 10 Measuring the Impact of Knowledge Management p. 143
• A Portfolio of Measures p. 144
• Measuring across the Levels of Maturity p. 147
• The Power of Analytics p. 151
• A KM Measurement System p. 152
• Closing Comments p. 154
• Chapter 11 Make Best Practices Your Practices p. 157
• Above and in the Flow p. 157
• Other Principles p. 158
• So What Do You Do Monday Morning? p. 160
• Appendix: Case Studies p. 163
• ConocoPhillips p. 163
• Fluor p. 179
• IBM p. 197
• MITRE p. 210
• References p. 227
• About the Authors p. 229
• About APQC p. 230
• Index p. 233