denotes premium content | Nov 18 2008 Inside Knowledge Magazine /Knowledge Management Magazine Archive
Volume 3 Issue 10
Features
‘Your Say’ - Measuring ROI
Implementing a comprehensive knowledge management programme demands a considerable investment of resources in any firm. The rewards, however, are not always readily quantifiable. Simon Lelic talks to Marcus Blosch, Paul Flew, Nick Milton and Geoff Smith, and asks how businesses should approach the challenge of demonstrating a clear return on investment.
Book review: The Knowing Organization
TITLE: The Knowing Organization
AUTHOR: Chun Wei Choo
PUBLISHER: OUP, 1998
ISBN: 0195110129
Faros, the learning effect
In the final article in the Faros series, Ove Rustung Hjelmervik draws together the lessons Statoil has learned over the last four years in developing the Faros knowledge management system.
We must not be afraid of taking a big leap from time to time. One does not reach across the abyss in two short jumps.
David Lloyd George
There is no limit to the supply of money. The bottleneck is in the supply of good ideas and sound projects. That is what we need in order to sustain the ability to create value in our society.
From rhetoric to reality: Strategies for the knowledge economy
The rhetoric of knowledge management as a major source of competitive advantage in today’s information-driven global economy is well established. The real challenge, however, is putting it into practice. Michael D. Bekins, chief operating officer at executive search firm Korn/Ferry International, examines the findings of one of the most comprehensive KM studies undertaken to date.
Organic Knowledge Management - Part Three: Story circles and heuristic-based interventions
In the final article in this series, David Snowden continues his examination of the basics of organic knowledge management and completes the catalogue of methods for eliciting anecdotal material, from which knowledge assets can be identified using the common sense language of the ASHEN model.
Problem solving through enacted knowledge
While objective knowledge is essential to problem-solving, so too is the creativity and know-how of individual workers. Based on a survey on the information-seeking activities of a group of 27 senior engineers, Martin Ward explores the flow of knowledge that contributes to the solution of given problems in an engineering consultancy firm
Web only article: Scenario-based decision making
Scenario planning is a creative technique for decision making that should be in every manager's toolkit. Terry van der Werff offers an introduction to the discipline, and explains how your business could benefit from thinking creatively about its future. To read the rest of this article, please visit the current issue on the Knowledge Management website.
What’s in it for us?
For any KM programme to be successful, the active participation of each member of staff is an absolute necessity. Focusing on the case of business consulting firms, Ines Mergel and Matthias Reimann explore incentive reward systems for knowledge management.
