Part 1
Exploring the Oxymoron
It was September 11, 1995. Along with almost 500 other people, I was attending the Knowledge Imperative Symposium sponsored by the American Productivity and Quality Center and Arthur Andersen. The conference brochure had said the symposium was about something called knowledge management. It sounded weird to me. How do you manage knowledge? Isn’t that impossible?
One of the first speakers was Ken Derr, then CEO of Chevron. He told us that “managing knowledge is something all companies will have to master if they expect to compete in the global economy. Those that can learn quickly and then leverage and use that knowledge within the company will have a big advantage over those that can’t. And this will be true whether knowledge is developed internally or acquired elsewhere.”
In this section, we’ll explore what knowledge management is, look at some of the theoretical thinking behind it, and discuss a new leadership role that often supports it. Additionally, we’ll look at two case studies of organizations that successfully implemented a KM program.
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