If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practi
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 practiceUser Review - Not Available - Book Verdict
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
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?
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Amoco applications approach APQC Arthur Andersen Bank’s benchmarking best practice sharing best practice transfer Bill Lowrie Buckman Laboratories capture Chevron chief knowledge officer CIGNA collaboration communities of practice companies company’s competitive corporate cost create culture customer intimacy databases documents e-mail electronic employees ensure experience expertise facilitators firm’s firms focus focused global groups identify implementation improvement information technology infrastructure internal intranet K’Netix know-how knowledge and best knowledge bases knowledge management knowledge sharing knowledge transfer launch leverage Lotus Notes managing knowledge measure networks operational excellence organization organization’s organizational percent performance product development says SCEL Sequent Computer Sequent Computer Systems Shared Learning sharing knowledge strategy structure success tacit knowledge Texas Instruments TI’s transfer efforts transfer of best transfer of knowledge transferring best practices USAA users value proposition World Bank