Building a Knowledge-Driven Organization

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McGraw Hill Professional, Mar 15, 2004 - Business & Economics - 300 pages
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This is the first book to focus on the people side of knowledge management--what it takes to get employees to contribute to a knowledge system. Robert Buckman explains how to orchestrate this culture change, drawing from the lessons learned by Buckman Laboratories--the leader and pioneer in knowledge management--in implementing award-winning knowledge systems. His book is a practical primer on how organizations can move from "hoarding" knowledge to "sharing" it, building a global strategy that allows them to respond faster than the competition to any customer's need on a global basis. Buckman reveals how to:

  • Combat the biggest problem with implementing knowledge management--creating the culture that supports it
  • Increase the speed of innovation globally across an organization
  • Resolve technical problems quickly
  • Make immediate, informed decisions to help solve customer issues
  • Create new products based on customer input and demand

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How We Broke Down Our Hierarchies and Built a Global Strategy Around Knowledge Sharing
Its Culture Change Thats Hard
Chapter 3 How to Start Leading a KnowledgeDriven Company
Building a Foundation of Trust
Chapter 5 Strip Management of Control over Information
CustomMade and OfftheShelf Solutions
Chapter 7 Turning the IT Department into Something New
Chapter 8 Encourage the Flow of Knowledge
Chapter 11 Build Critical Mass in the Use of Your Knowledge System
Chapter 12 Strategies for Building Communities That Span the World
Chapter 13 Create Virtual Teams
Chapter 14 New Products and Services Based on Knowledge
Let Your Associates Grow
Outcomes from the Flow of Knowledge
Speculation for the Future

Chapter 9 Let Customers Be Your Guide
Chapter 10 Reward Associates for Sharing What They Know

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Page 252 - And they asked me how I did it, and I gave 'em the Scripture text, 'You keep your light so shining a little in front o' the next!' They copied all they could follow, but they couldn't copy my mind, And I left 'em sweating and stealing a year and a half behind.
Page 42 - Now one of the very first requirements for a man who is fit to handle pig iron as a regular occupation is that he shall be so stupid and so phlegmatic that he more nearly resembles in his mental make-up the ox than any other type.
Page 198 - You can't cross a chasm in two small jumps.
Page 149 - There is a crack in everything. That's how the light gets in.
Page 39 - The old truth is still the best truth: a company has to know the kind of value it intends to provide and to whom. Only then can it link its knowledge resources in ways that make a difference...
Page 234 - The fellow that can only see a week ahead is always the popular fellow, for he is looking with the crowd. But the one that can see years ahead, he has a telescope but he can't make anybody believe he has it.
Page 156 - big things" while you're doing small things, so that all the small things go in the right direction.
Page 121 - The race is not always to the swift nor the battle to the strong, but that's the way to bet.
Page 240 - The productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor, at least for most industries in the developed countries.

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About the author (2004)

Robert H. Buckman (Memphis, TN) was a pioneer in using knowledge acquisition in every area of his business and now speaks on knowledge management to audiences around the world. During his years as chairman and CEO of Buckman Laboratories, company revenues increased nearly one 1,000 percent.

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