Index

Accountability, 75

Action learning, 18

Actions boundary, 74

Adaptability, effectiveness and, 55, 56

Adaptive learning, 15–16

Administrative processes, 42

Alignment, 125

Allaire, Paul, 291, 292, 298, 299

Ambiguity, 71–2

Anticipation, 31–2

AT&T, 240–1

Autonomy, 27, 62, 92–3

Baker, Marc, 251

Balanced scorecard (BSC), 101–2

Barchan, Margareta, 165–72

Behavioural processes, 42–3

Bell Laboratories, 240, 241

Best practice:

best practice transfer, 122–4

Chevron Corporation case study, 181–3, 184

IBM case study, 227–8

BP Amoco, 156–64

Connect system, 157–8

developing Connect, 159–61

building and sustaining momentum, 160

generating content, 160–1

keeping content updated, 161

knowledge architecture challenge, 159–60

likely future developments, 161

other tools and practices, 162–3

After Action Review (AAR), 162–3

Operations Value Process (OVP), 163

Peer Assist, 162

Retrospect, 163

Breakdowns, 28

British Airways, 143–55

knowledge management myths, 144–6

managing culture and people for sharing, 150–1

overcoming resistance, 148–9

stories to fuel internal energy and interest, 146–8

strategic approach to knowledge management, 149–50

British Petroleum (BP), 147

Browne, Sir John, 156–7

Bureaucracy, 75

Caltex, 173

Capitalization cycle, 40–1

Celemi, 165–72

handling tacit knowledge, 166–7

importance of knowledge management, 165–6

measuring intangibles, 167–72

broader applications, 171–2

Intangible Assets Monitor, 168–9

Champions, role in knowledge sharing, 68–9

British Airways case study, 148–9

Change, 50, 54

adaptability, effectiveness and, 55, 56

culture change, 62–5

Chevron Corporation, 173–94

as a learning company, 175–6

best practice success stories, 181–3

capital projects, 181–2

community best practice, 183

energy efficiency, 181

environmental best practice, 183

human resource best practices, 183

process masters, 182

technology brokers, 182

Vision Objective Teams best practice, 183

business principles, 190

committed team values, 191

corporate metrics, 193

decentralization, 176–8

enhanced learning and sharing through Global Information Link, 183–8

benchmarking for best practice, 184–5

managing sharing through goals, rewards and empowerment, 185–7

motivating sharing through leadership, 187–8

history, 173–4

managing learning and knowledge, 174–5

organizational capability, 191–2

protecting people and the environment, 192–3

sustaining learning through tools and techniques, 179–81

Best Practice Resource Map, 180–1

organizational learning system (OLS), 180

working in downsized environments, 178–9

Chief knowledge officers (CKOs), 69, 238

Climate, 49, 50–1

dimensions of, 51

see also Culture; Environment

CMG plc, 195–202

as a knowledge maker, 195–6

culture, 196–7

intranet development, 197–9

intranet use, 200–2

auto-publishing, 200–1

interpersonal networking, 201–2

site manager, 201

subscribe and search, 201

Team Web and discussion forums, 201

knowledge management functions and attributes, 199

organization, 196

tool-kit approach, 199–200

Collison, Chris, 156, 157

Commitment, 80–1, 89

Quidnunc case study, 278

Communication, 87, 126

Communities of practice, 78–9

bridging the technology gap, 116–18

management of, 80–2

Monsanto case study, 245–6

Post Office Consulting case study, 256–7

see also Teams for knowledge and learning

Competencies:

core competencies, 8–9

creation through knowledge and learning, 34–41

Competitive strategy, 7–8

Comprehensiveness, 125

Computers, see Technology

Consistency, effectiveness and, 55, 56

Control cycle, 40

Control processes, 43–4

COST model, 96–7

Culture, 50, 51–4, 77, 138

British Airways case study, 150–1

change, 62–5, 118

components of, 52–3

cultural values, 65–6

see also Environment; Knowledge culture; Organizational culture

Customer matrix, 97–8

Data, 9

Data warehousing, 105–6

Decentralization, 176–8

Derr, Ken, 174–5, 178, 187, 188

Direction-setting processes, 43

Double-loop learning, 15–16

Ecological-based organizations, 136–7

Economic value added (EVA), 100–1

Empowerment, 73–5

Chevron Corporation case study, 185–7

Eng Huang Cheng, 281

Environment:

information-intensive, 81

learning environment creation, 90–1

see also Culture

Excalibur Technology, 286–7

Experience:

analysing and packaging of, 36–40

experience factories, 36–7, 39–40

Explicit culture, 52–3

Explicit knowledge, 10–11, 26–9

Externalization, 29

Fayol, Henri, 6

Ferrari, John G., 246

Fluctuation, 28

Focus, 125–6

Ford, C3P programme, 203–5

interconnected design, 203–4

training and, 204–5

Generative learning, 15–16

Gerstner, Lou, 224

Glaxo Wellcome Research and Development, 69

Groupware, 108

Hewlett-Packard (HP), 206–16

future challenges, 215–16

HP Consulting, 207–8

knowledge management initiative, 208–9

approach, 209–10

assessment of organizational readiness, 209

launch of, 210–12

moving from pilot to company-wide initiative, 215

launching Learning Communities, 214–15

workshop, 212–14

Hill, Mark, 298

Holt, Laurence, 275

Holtshouse, Dan, 291, 295, 298

Honda Motor Company, 217–20

cross-functional skills appreciation, 218

culture, 218

shaping by structures and rewards, 219

design and work layout, 220

effective processing of ideas, 219–20

failure acceptance, 220

interaction importance, 218–19

knowledge importance, 220

questions and openness, importance of, 217–18

rewarding failure and success, 220

value of experience, 218–19

IBM, 120, 221–32

benefits of knowledge management, 231

intellectual assets through competency networks, 226–8

AssetWeb for best practice management, 227–8

issue-based problem solving, 228–30

knowledge approach, 224–6

ICM AssetWeb, 225–6

Knowledge Cafe, 228, 229, 230

Knowledge Cockpit, 230–1

knowledge vision, 224

lessons from success, 231–2

perspective on knowledge, 222–4

ICL (International Computers Limited), 233–9

Cafe Vik, 235, 236–7

future directions, 238–9

knowledge initiative beginnings, 234

outcomes, 237

Project Vik, 234–6

Implementation gap, 118–21

bridging, 119–21

Implicit culture, 52–3

Individuals, 137–8

managing the individual towards learning, 86–91

motivational factors affecting knowledge sharing, 57–8

challenges faced, 57–8

intrinsic versus extrinsic motivation, 57

skills and knowledge, 58

personality traits for knowledge management and learning, 56–7

stages of individual development, 88–90

Information, 9–10

redundancy, 30

Information junkyards, 115

Information service providers, 238

Information technology (IT), 14–15, 113, 128

Monsanto case study, 246–7

Quidnunc case study, 276–7

see also Intranets; Technology

Information-intensive environments, 81

Informational systems, 106

Innovation, 27

Integration gap, 124–6

strategic fit, 125–6

Intellectual capital (IC) measurement, 102–3

Intention, 27

Internalization, 29–30

Internet crime, 284–5

Intranets, 106–7

BP Amoco case study, 157–61

CMG case study, 197–9, 200–2

Post Office Consulting case study, 257–61

Involvement, 74–5

effectiveness and, 55, 56

Junnarkar, Bipin, 246

Knowing-doing gaps, 120–1

Knowledge, 9–10, 49–50, 95, 139

age of, 110–12

characteristics of, 11–12

competency creation, 34–41

creation process, 26–30

creation spiral, 29–30

individual roles for, 84–6

explicit, 10–11, 26–9

exploration/exploitation, 83, 84–5

imagery, 49–50

importance of, 5–6

learning process and, 32–4

leverage of, 116–17

management considerations related to outcomes, 83–4

measurement of, see Knowledge measurement

owners of, 238

power and, 64–5

repositories, 105–6

sharing of, see Knowledge sharing

sponsors, 238

tacit, 10–11, 26–9

Celemi case study, 166–7

handling of, 166–7

Post Office Consulting case study, 263–4

use of, 31–2

teams for, 78–82

management of, 80–2

transfer of, see Knowledge transfer

versus learning, 16–17

see also Knowledge culture; Knowledge management

Knowledge-based economy, 111

demands of, 111

Knowledge culture, 76–7

individuals and, 56–8

leadership actions for, 77–8

managing people towards, 92–4

balanced autonomy, 92–3

integrated socio-technical system, 93–4

personalized recognition, 93

resource availability, 94

Post Office Consulting, 255–6

see also Culture

Knowledge management, 12–13, 26, 49–50

as core competency, 8–9

benefits of, 112

emergence of, 3–6

future developments, 126–33

changing workplace, 131–2

knowledge business and knowledge marketplace, 132

organizational gains from, 129–31

societal impact, 132

importance of for organizations, 165–6

matrix, 97–100

customer matrix, 97–8

organization matrix, 98–9

supplier matrix, 99

technology matrix, 99–100

model, 96–7

personality traits for, 56–7

reasons for programme failure, 112–26

implementation gap, 118–21

integration gap, 124–6

technology gap, 113–18

transfer gap, 122–4

strategies, 20–3

evolutionary stages, 22–3

technology implementation, 108–9

technology role, 13–15

see also Management; specific case studies

Knowledge measurement, 95–103

Celemi case study, 167–72

knowledge management matrix, 97–100

customer matrix, 97–8

organization matrix, 98–9

supplier matrix, 99

technology matrix, 99–100

popular tools, 100–3

balanced scorecard (BSC), 101–2

economic value added (EVA), 100–1

intellectual capital (IC) measurement, 102–3

Quidnunc case study, 278

Knowledge owners, 238

Knowledge sharing, 64–5

British Airways case study, 150–1

cultural norms for, 59–62

empowerment and, 73–5

individual roles for, 84–6

leadership and, 72–3

personal motivational factors and, 57–8

challenges faced, 57–8

intrinsic versus extrinsic motivation, 57

skills and knowledge, 58

Post Office Consulting case study, 257–61

strategies for, 65–9

cultural values, 65–6

human networks, 66–8

recruitment of suitable personnel, 66

rewards and motivation, 68

role of a champion, 68–9

structure and, 58–9

Xerox case study, 292–5, 296–7

Knowledge sponsors, 238

Knowledge transfer, 128

barriers to, 122–3

cultural norms for, 59–62

individual roles for, 84–6

transfer gap, 122–4

Leadership, 71–5, 121, 137

actions for knowledge culture, 77–8

Chevron Corporation case study, 187–8

empowerment and, 73–5

knowledge sharing/transfer and, 61, 72–3, 124

learning environment creation, 90–1

Xerox case study, 298

see also Management

Learning, 15–20, 139

action learning, 18

adaptive learning, 15–16

barriers to, removal of, 91

competency creation, 34–41

generative learning, 15–16

management considerations related to outcomes, 83–4

managing the individual towards learning, 86–91

personality traits and, 56–7

process, 32–5

team learning, 47

teams for, 78–82

management of, 80–2

types of, 15–16

versus knowledge, 16–17

Learning environment, leadership role, 90–1

Learning organizations, 137–8

Chevron Corporation case study, 175–6, 179–88

Honda Motor Company case study, 217–20

process context, 44–8

building a shared vision, 47

mental models, 46–7

personal mastery, 46

systems thinking, 45–6

team learning, 47–8

see also Organizational learning

Lucent Technologies, 240–2

Management, 71–3

considerations for different types of outcomes, 83

individual roles for knowledge creation and transfer, 84–6

knowledge sharing and, 72–3

managing individuals towards learning, 86–91

creating a learning environment, 90–1

managing people towards knowledge climates and cultures, 92–4

availability of resources, 94

balanced autonomy, 92–3

integrated socio-technical system, 93–4

personalized recognition, 93

managing teams for knowledge and learning, 80–2

acting a facilitators, 81–2

building information-intensive environments, 81

ensuring commitment, 80–1

focus on learning, 82

process-based management, 135

task-based management, 134–5

values-based management, 135–6

see also Knowledge management; Leadership

Managerial processes, 43–4

Martin, Robert L., 242

Measurement, see Knowledge measurement

Mechanistic knowledge management, 21

Mental models, 46–7

Mission, 55–6

mission statements, 76–7

Monsanto case study, 244

Moffat, Jerry, 178

Monitoring processes, 43–4

Monsanto Company, 243–7

communities of knowledge practice, 245–6

information technology, 246–7

knowledge management process, 244–5

knowledge management structures, 245

linking knowledge management to company mission, 244

results, 247

Motivation:

Chevron Corporation case study, 187–8

for knowledge sharing, 68

for learning, 88

Motivational factors, 57–8

challenges faced, 57–8

intrinsic versus extrinsic motivation, 57

skills and knowledge, 58

Negotiating processes, 43

Networking, 66–8

O'Connell, Patrick, 262

Oil & Gas Consultants International, 180

Openness, 60, 63

Operational processes, 41

Operational systems, 106

Organic knowledge management, 21

Organization matrix, 98–9

Organizational culture, 51–2

CMG case study, 196–7

effectiveness role, 54–6

adaptability, 55

consistency, 55, 56

involvement, 55, 56

mission/long-term vision, 55–6

individuals and, 56–7

knowledge sharing and, 65–6

cultural norms for knowledge sharing and transfer, 59–62

see also Culture

Organizational learning, 15–16, 138

approaches to, 17–20

as core competency, 8–9

Chevron Corporation case study, 179–88

processes, 43

see also Learning organizations

Organizational processes, 41–3

behavioural processes, 42–3

change and learning processes, 43

work processes, 41–2

Organizational structure, 62

Chevron Corporation case study, 176–8

CMG case study, 196

Organizations, 6–7

as people, project and experience factories, 36–41

decentralization, 176–8

development stages, 133–8

ecological-based organization, 136–7

process-based management, 135

task-based management, 134–5

values-based management, 135–6

see also Learning organizations

Orrico, Ralph, 299, 301

Pacific Coast Oil Company, 173, see also Chevron Corporation

Pacific Western Airlines (PWA), 248–50

PDCA cycle, 95–6, 181

People factory, 36, 39

Performance support systems (PSSs), 128

Personal mastery, 46

Personality traits for knowledge management and learning, 56–7

Persson, Anders, 285, 286, 287

Philosophy statements, 76–7

Platt, Lew, 208

Ponchon, Patrick, 298–9

Pornography, Internet and, 284–5

Post Office Consulting, 253–4

after action review (AAR), 273–4

communities of practice, 256–7

knowledge culture, 255–6

knowledge interviews, 261–63

costs of, 269

entry-expert-exit (3Es) interview system, 263–4

examples, 268–9

interview process, 264–8

organizational applications of, 272–3

running of, 271–2

target individuals, 269–70

knowledge programme, 254–5

knowledge sharing through the intranet, 257–61

Post Office (PO), 251–3, 273–4, see also Post Office Consulting

Prediction, 31–2

Problem finding, 31

Problem solving, 31

IBM, 228–30

Process approaches, 25–6, 32–4, 44–8, 137

knowledge creation process, 26–30

Processes, 41–4

administrative, 42

control, 43–4

direction-setting, 43

managerial, 43–4

organizational, 41–3

behavioural processes, 42–3

change and learning processes, 43

work processes, 41–2

process-based management, 135

selling, 43

work, 41–2

Project factory, 36, 39

Project teams, 78, see also Teams for knowledge and learning; Teamwork

Quality circles (QCs), 98–9

Quidnunc, 275–9

discussion folders, 277

future challenges, 278–9

information technology processes, 276–7

knowledge issue, 276

knowledge management, 276

measurements, 278

knowledge yellow pages, 277

people commitment, 278

Reactive knowledge management, 20–1

Recognition, 93

Repositories of knowledge, 105–6

Resource availability, 94

Reward system, encouragement of knowledge sharing, 61, 68, 124

Risk tolerance, 74

Schingen, Maria, 263

Selling processes, 43

Senior management, see Management

Shared vision, 47, 91

Sharing, see Knowledge sharing

Sherriff, Jim, 209

Singapore Airlines (SIA), 280–3

booking information management, 281

continuous improvement culture, 283

e-business, 281–2

internal information flow management, 282

listening to knowledgeable customers, 282–3

reasons for success, 280

Single-loop learning, 15–16

Skandia navigator, 102–3

Skills cycle, 40

Skills directory, 107–8

Socialization, 29

Socio-technical integration, 93–4

Standard Oil Company of California, 173–4, see also Chevron Corporation

Stanford, Naomi, 149

Stevens, Delia, 149

Strategic integration, 125–6

Structural intellectual capital (SIC), 127

Supplier matrix, 99

Sveiby, Dr Karl Erik, 168

Swedish National Crime Intelligence, 284–8

future challenges, 288

Internet crime, 284–5

knowledge problem, 286

outcomes, 288

technological solution, 286–8

Systems thinking, 45–6

Tacit knowledge, 10–11, 26–9

Celemi case study, 166–7

handling of, 166–7

Post Office Consulting case study, 263–4

use of, 31–2

Task-based management, 134–5

Team learning, 47

Teams for knowledge and learning, 78–82, 137

management of, 80–2

acting as facilitators, 81–2

building information-intensive environments, 81

ensuring commitment, 80–1

focus on learning, 82

Teamwork, 63–4

Technology, 34, 103–9, 138

for knowing what employees know, 107–8

groupware, 108

skills directory, 107–8

for knowing what organizations know, 105–7

data warehousing/creating knowledge repositories, 105–6

intranets, 106–7

implementation of, 108–9

role in knowledge management, 13–15

Swedish National Crime Intelligence case study, 286–8

see also Information technology

Technology gap, 113–18

bridging, 116–18

creative analogies, 115–16

deep insights, 114–15

human interaction, 114

Technology matrix, 99–100

Thames Water, 147–8

Thinking, 116

3M, 52

Todd, Keith, 234, 239

Total quality management (TQM), 95

TOTS (trust, openness and teamwork for sharing) model, 63–4

Training, 61

Ford case study, 204–5

Transfer gap, 122–4

Trust, 60, 62–3

Tucker, Laura, 296

Values:

cultural, 65–6

values-based management, 135–6

Vision, long-term, 55–6

Ward, Barbara, 196

Web masters, 238

Weber, Max, 7

Work processes, 41–2

World Bank, 146–7

Xerox Corporation, 289–302

competing in a turbulent environment, 289–90

DocuShare, 296–7

Eureka project, 293–5

human resource challenge, 298–301

knowledge management strategy, 290–2

making it work, 295–6

knowledge sharing, 292–3

leadership, 298

Portals, 297–8

yellow pages, 297

Yellow pages, 14

BP Amoco case study, 157–61

Quidnunc case study, 277

Xerox Corporation case study, 297