Inside Knowledge Magazine /Knowledge Management Magazine Archive
Volume 3 Issue 6
Title: Rewiring the Corporate Brain
Author: Danah Zohar
Publisher: Berrett Koehler, 1997
CKO -- What's in a name?
Chief Knowledge Officers have been described as 'strong people, forceful, confident, articulate, persuasive and probably capable of effective leadership by virtue of both intellect and personality'. But what do CKOs actually do?
Enhancing the likelihood of success
Knowledge management is an area characterised by a small number of successful projects and a large number of less successful ones. Here Paul Flew examines this phenomenon, and gives practical advice on the ways to reverse this trend
Faros, the Knowledge Room
In part two of this series of three articles, Ove Rustung Hjelmervik continues his explanation of Statoils development of the Faros Knowledge Management System. After establishing the key concepts behind Faros, the next challenge was to design a portal that made information easily accessible to all of the companys departments and employees.
Immitative vs innovative
Professor Colin Coulson-Thomas is Chairman of the Judges for the Awards for Innovation in eBusiness. He advises on corporate learning and development.
In praise of simple questions
There are currently two main tracks in knowledge management. One is the Artificial Intelligence route, where programs are built to learn about hidden relationships, contexts and patterns in large and ever increasing volumes of data, thus allowing knowledge to be created about, for example, customer buying behaviour. The second focus of knowledge management, and the subject of this brief note, is the humanist-pragmatist view that the most useful knowledge resides in individuals.
Knowledge on the beat
Despite the strong association of knowledge management with private sector businesses, its principles can easily be translated and applied to organisations in the public domain. In the following article Phil Scutchings explains how SPIKE (Surrey Police Information and Knowledge Environment) has revolutionised the way the Surrey Police Force fights crime.
Managing your intellectual capital
In an attempt to implement a systemised way of identifying and managing its intangible resources, Ericsson Business Consulting Norrköping AB has adopted a system known as the IC--Process. Peter Baladi, Stefano Dell''Orto and Frederik Lövingsson explain the theory behind the formula.
New Age learning
As we move into the age of the knowledge worker what role will traditional forms of learning play when organisations have access to cheap and efficient knowledge management solutions? Consider, for a moment, the role training has typically played until now. A large proportion of training courses rely, or have relied, on students memorising correct procedures, rules, facts or functions. Much of the course dealt with the how to do it as much as the why to do it . Yet when we consider how poor most manuals are, how out of date, how complex and how little used, it is not difficult to understand why things have to change.
Past, present & future
There is a clear line of sight from the development of learning organisations a decade ago towards today's active interest in the application of knowledge. Then, we stopped talking about training and started using the terms learning and development. Our point of view has also developed to include organisational learning.