If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practi

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Simon and Schuster, Nov 8, 2011 - Business & Economics - 256 pages
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While companies search the world over to benchmark best practices, vast treasure troves of knowledge and know-how remain hidden right under their noses: in the minds of their own employees, in the often unique structure of their operations, and in the written history of their organizations. Now, acclaimed productivity and quality experts Carla O'Dell and Jack Grayson explain for the first time how applying the ideas of Knowledge Management can help employers identify their own internal best practices and share this intellectual capital throughout their organizations.

Knowledge Management (KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another. Rich with case studies, concrete examples, and revealing anecdotes from companies including Texas Instruments, Amoco, Buckman, Chevron, Sequent Computer, the World Bank, and USAA, this valuable guide reveals how knowledge treasure chests can be unlocked to reduce product development cycle time, implement more cost-efficient operations, or create a loyal customer base. Finally, O'Dell and Grayson present three "value propositions" built around customers, products, and operations that could result in staggering payoffs as they did at the companies cited above.

No amount of knowledge or insight can keep a company ahead if it is not properly distributed where it's needed. Entirely accessible and immensely readable, If Only We Knew What We Know is a much-needed companion for business leaders everywhere.
 

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If only we knew what we know: the transfer of internal knowledge and best practice

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The authors, heads of the American Productivity and Quality Center, focus on the notion of internal best practices, discussing the barriers to internal knowledge transfer and offering detailed ... Read full review

Contents

Preface
Acknowledgments
KM in ActionThe Transfer of Best Practices
The Barriers to Internal Transfer
A Model for Best Practice Transfer
THE THREE VALUE PROPOSITIONS
Customer Intimacy
ProducttoMarket Excellence
REPORTS FROM THE FRONT LINES PIONEER CASE STUDIES
The View from the
Empowered by KNetix
TIs Best Practice Sharing Engine
Becoming a Knowledge Bank
Sequent Computers Knowledge Slingshot
THE FOURPHASE PROCESS OR WHAT DO I DO ON MONDAY MORNING?
Phase 1

Achieving Operational Excellence
Culture the Unseen Hand
Using Information Technology to Support Knowledge Transfer
Creating the Knowledge Infrastructure
Measuring the Impact of Transfer
Phase 2
Phase 3
Phase 4
Enduring Principles
Copyright

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About the author (2011)

Carla O'Dell is president of the American Productivity & Quality Center and director of the Center's International Benchmarking Clearinghouse in Houston, Texas. Dr. O'Dell is co-author with C. Jackson Grayson, Jr., of American Business: A Two Minute Warning.

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