Knowledge Management: Linchpin of Change

Cover
Title
Copyright
Acknowledgements
Series Editor
Contents
1. SETTING THE SCENE
	Introduction
		What is knowledge management?
			The processing hierarchy
2. KEY MANAGEMENT CONSIDERATIONS AND INFLUENCES
	Managing change: the corporate culture
		Changes in working practices
		Formalising knowledge sharing
		Consultation and communication
	Questions for management
	The Board Agenda - 10 key questions:
	Tests for knowledge management
	Defining knowledge management
	Further questions and issues to be addressed
3. GETTING STARTED: INITIAL TASKS
	Shaping the policy
	Consultation mechanisms
	The knowledge audit
		Key points regarding the knowledge audit
4. NEXT STEPS
5. DAY-TO-DAY OPERATION: MANAGEMENT AND RELATED SKILLS
	Key tasks and responsibility
	Keeping up to date
	Summary of required skills and competencies
	General day-to-day operational skills
	Knowledge & information management skills
6. SYSTEMS AND SOFTWARE
7. MEASURING THE VALUE OF KNOWLEDGE
	The use of non-financial measures
8. CONCLUSIONS
9. CASE STUDIES
	1 - The PricewaterhouseCoopers Information and Knowledge Exchange (IKE)
		The Information and Knowledge Exchange (IKE)
		The knowledge hubs
		Organisation of the knowledge hubs
		Key requirements of the knowledge hub role
		Previous careers of knowledge hub specialists
		Adopting the knowledge hub role
		The Hub Manager Competency Framework
		Hub manager training
	2 - Valuing ICL knowledge
		Background
		Building the business case
			Deciding where to start
		Developing Café VIK
			The road show
		Sustaining a knowledge-sharing environment
		Some lessons learned
		Conclusions
	3: Management of know-how in an international City law firm
		Use of intranets
		Contribution and collection of know-how
References and further reading
Appendix: Useful organisations and contacts