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BSI PAS 2001:2001

BSI PAS 2001:2001

$90.43

Knowledge management

Published By Publication Date Number of Pages
BSI 2001 119
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PDF Catalog

PDF Pages PDF Title
4 Foreword
5 Reason for this guide
A fast track through this guide
6 This guide also includes
Future BSI guides covering KM
7 Table of Contents
11 Glossary and Index
15 1 Why should organisations care about KM?
1.1 What is KM?
1.1.1 Introduction
1.1.2 Definitions of KM
16 Figure 1
17 Figure 2
18 1.2 There is wide interest in KM in organisations around the world
1.2.1 Introduction
1.2.2 Where does KM stand today?
19 1.2.3 Many organisations are already carrying out KM-related activities
21 1.3 What is the knowledge economy and why is it important?
1.3.1 Introduction
1.3.2 The global knowledge economy
22 1.3.3 KM’s role within the knowledge economy
Figure 3
24 1.4 Organisational challenges which require a KM response
1.4.1 Introduction
25 1.4.2 Client relationship challenges
26 1.4.3 Risk management challenges in focus
29 2 How should organisations approach KM?
2.1 Initial approach to KM
2.1.1 Introduction
2.1.2 Initial approach to KM
31 2.1.3 The role of knowledge audits
32 2.1.4 Defining a KM strategy
34 2.1.5 Aligning a KM strategy with an organisation’s IT strategy
Figure 4
35 2.1.6 Creating standards for good KM
38 2.2 Establishing the right culture for successful KM
2.2.1 Introduction
2.2.2 Understanding the impact of behaviour on KM
39 2.2.3 Main barriers to successful KM
41 2.2.4 Organisational cultures that can help remove barriers to KM
43 2.2.5 The role of Communities of Practice
Figure 5
48 2.3 Aligning measurement and reward with KM
2.3.1 Introduction
2.3.2 Measuring KM
50 2.3.3 KM and reward
52 2.4 Managing content within a KM programme
2.4.1 Introduction
2.4.2 Objectives of content management
53 2.4.3 Knowledge lifecycle management
Figure 6
54 Figure 7
56 2.4.4 Date architecture
57 Figure 8
58 2.5 Use and exploitation of knowledge
2.5.1 Introduction
2.5.2 Search
59 2.5.3 Navigation
2.5.4 Integrating internal and external content
60 2.5.5 Personalisation or profiling
62 2.6 Roles and responsibilities in KM
2.6.1 Introduction
2.6.2 The role of the CKO
63 2.6.3 The role of knowledge managers
64 2.6.4 Skills required for carrying out KM roles
65 2.6.5 Emerging KM roles
2.6.6 Keeping KM roles close to customers
67 2.7 How a KM-enabled organisation can evolve
2.7.1 Introduction
2.7.2 Building and reinforcing awarnesss of KM
68 2.7.3 KM infrastructure and tools
69 2.7.4 KM organisation and behaviour
2.7.5 Embedded competency and KM professionalism
71 3 Benefits anticipated from investing in KM
3.1 How to deepen client relationships through collaborative KM tools
3.1.1 Introduction
3.1.2 Collaborating with experts to serve clients
3.1.3 Getting closer to clients through collaborative tools
72 3.2 How investing in KM can lead to more effective employees and teams
3.2.1 Introduction
3.2.2 Making individuals more effective through KM
73 3.2.3 Making teams more effective through KM
74 3.2.4 How external content can make individuals and teams more effective
3.2.5 How sharing good practices can make individuals and teams more effective
76 3.3 How KM can help lead organisations towards sustainable innovation
3.3.1 Introduction
3.3.2 Accelerated speed and reduced cost of innovation through KM
77 3.3.3 Tacit knowledge transfer can be a key driver of innovation
79 3.4 How KM enables continuous learning
3.4.1 Introduction
3.4.2 How KM can help employees learn
81 3.5 How to benefit from sharing knowledge with all stakeholders
3.5.1 Introduction
3.5.2 Sharing knowledge with customers
82 3.5.3 Sharing knowledge with merger, alliance and joint venture partners
3.5.4 Sharing knowledge with recruits and alumni
83 3.5.5 Sharing knowledge across geographic, cultural and linguistic boundaries
84 3.5.6 Informing investors of KM’s value-creating potential
87 4 Moving towards a deeper understanding of KM
4.1 Alternative approaches to KM that organisations can adopt
4.1.1 Introduction
4.1.2 Future areas of KM focus
88 4.2 How to find out more about KM
4.2.1 Introduction
89 4.2.2 KM media
4.2.3 KM exhibitions and conferences
90 4.2.4 Useful sources for SMEs
4.3 The KM educational market
4.3.1 Introduction
91 4.3.2 KM courses available in the UK
92 4.4 Trends in KM
4.4.1 Introduction
4.4.2 KM consortia
93 4.4.3 Selling knowledge through on-line exchanges
4.4.4 Further emerging KM trends
94 4.4.5 So where is KM heading?
95 4.4.6 Conclusion
97 Annexes
Annex A Getting started – tools to measure KM readiness
A1 Sample KM self-assessment questionnaires
98 A2 Adopting a systematic approach to ensure that KM supports strategy
99 A3 A tool for measuring progress in KM implementation
100 A4 A sample intellectual capital model
101 Annex B Links between KM and other important management disciplines
B1 links between KM and e-business
B2 Links between KM and innovation
B3 Links between KM and Customer Relationship Management
102 Annex C Links between KM and typical organisational functions
C1 Links between KM and Information Technology (IT)
103 C2 Links between KM and Marketing & Communications (M&C)
104 C3 Links between KM and Learning & Education (L&E)
C4 Links between KM and Human Resources (HR)
105 Annex D Links with other good practice guides and standards
106 Annex E References and further reading
E1 References
109 E2 Bibliography
111 Supporting notes

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BSI PAS 2001:2001
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