Knowledge Management Review back issues from May 2006:
Connecting individual and organizational knowledge
May 01, 2006; ... Where did you start with your KM activities? Where they would make the most difference? Where there would be quick wins? Would you do the same again? Buckman Laboratories, repeated winner of the Most Admired Knowledge Enterprise Award, built its business and KM strategies around meeting the ...
Measuring the ROI of your intranet
May 01, 2006; ... Measuring the value of an intranet has moved on leaps and bounds since the early halcyon "bubble" days of the late 199os. Now, Intranets are present in almost every major corporation. Here Toby Ward explains how you can accurately measure the ROI of your intranet. On more than one ...
Embracing new paradigm thinking at P&W Rocketdyne
May 01, 2006; ... Generating new ideas and solutions are things companies do every day. Yet, what sets successful companies apart from the rest is the ability to generate great ideas faster, and in the process, create a basis for selecting the best ideas that will solve problems effectively and lay the foundation ...
Barriers to knowledge sharing in Hong Kong
May 01, 2006; ... In Hong Kong, more than 90 percent of businesses are small-and-medium-sized enterprises (SMEs). They're the key economic players having devoted much effort to sustain their competences over time. In general, business managers in SMEs have a strong awareness to identify and consolidate knowledge ...
Ignoring the ignorers at InBev
May 01, 2006; ... Marnix Catteeuw, KM process manager at InBev, comments on his path to KM and the tools, processes and new developments in the last decade. How did you become involved in KM? About 10 years ago I was a brewmaster, involved in product and process development (R&D). At that ...
10 reasons why people don't share their knowledge
May 01, 2006; ... Why don't employees share their knowledge? What are the barriers? Is it the processes involved? Is it the concept of sharing? Here, Stan Garfield offers io reasons why people don't share their knowledge and presents a solution for each. In Why Employees Don't Do What They're Supposed To ...
CREATING TRUST IN VIRTUAL TEAMS AT ORANGE
May 01, 2006; ... Trust is the foundation for teamwork and collaboration, whether face-to face or in virtual teams. But trust is hard to establish, especially when teams are frequently changing and team members haven't had long to gel. At Orange, low levels of trust among teams was proving a hindrance to product ...
DELIVERING THE MESSAGE
May 01, 2006; ... Explaining the benefits, necessity and value of KM is often required when introducing it to a company. Often, different aspects of KM will be applicable to different business functions and it's critical to deliver the different benefits and messages clearly. Here, using a national learning ...
STRATEGIES FOR MANAGING THE GLOBAL BRAIN DRAIN
May 01, 2006; ... The issue of retirees bringing critical loss of organizational knowledge looms larger with each passing day. What are the implications for organizations and how can they combat the brain drain? It's difficult to attribute accurate financial implications to the loss of knowledge, but it's clear ...
APPLYING LEARNINGS IN NEW PRODUCT DEVELOPMENT AT SAIC
May 01, 2006; ... Science Applications International Corporation has used KM to drive innovation in new product development and infused knowledge sharing in numerous businesses. Here, S. Kent Gryskiewicz explains how SAIC combines several recognized methods for KM implementation. Use of peer assists, ...
BREAKING SILOS AT SINGAPORE MINISTRY OF MANPOWER
May 01, 2006; ... KM can be be used as the beginning of major change in an organization, but there are many barriers to such an approach and they can be difficult to overcome. Here, Michael Fung describes how the Singapore Ministry of Manpower successfully implemented a complex business transformation using a ...