The best thinking and actions in the fast-moving arena of collaboration and knowledge management 
The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today. <ul>
<li>Build or retrofit your organization for new ways of working and collaboration by using knowledge management</li> <li>Adapt to today's most popular ways to collaborate such as social networking</li> <li>Overcome organization silos, knowledge hoarding and "not invented here" resistance</li> <li>Take advantage of emerging technologies and mobile devices to build networks and share knowledge</li> <li>Identify what can be learned from Facebook, Twitter, Google and Amazon to make firms and people smarter, stronger and faster</li> </ul>
Straightforward and easy-to-follow, this is the resource you'll turn to again and again to get-and stay-in the know. Plus, the book is filled with real-world examples – the case studies and snapshots of how best practice companies are achieving success with knowledge management. Praise for The New Edge in Knowledge: How Knowledge Management is Changing the Way We Do Business “You may think you know knowledge management, but this is new―how knowledge initiatives can incorporate social media, mobile technologies, and learning, for example. This book integrates the new knowledge management with the best of the old, such as communities of practice and measurement. KM still matters, and this book tells you why.” ―Thomas H. Davenport, President’s Distinguished Professor of IT and Management, Babson College "Over the last decade, knowledge management has emerged as a key success factor for the modern corporation, driven by tremendous advances in business analytics. This book studies the best practices in knowledge management and how leadership companies are applying them today." ―Virginia M. Rometty, Senior Vice President and Group Executive Sales, Marketing and Strategy, IBM “APQC has been on the leading edge of knowledge management for almost two decades. O’Dell and Hubert have captured those best practices and created a road map to transform the way people work. Reap the benefits of their experience.” ―C. Jackson Grayson, Chairman and Founder, APQC and co-author of If Only We Knew What We Know “The New Edge in Knowledge is a useful how-to manual that takes best practice sharing and organizational capability building to the next level: Web 2.0, social networking, mobility, and communities of practice. National and international examples show how companies can create strategic alignment and systematic management to transfer knowledge rapidly and effectively.” ―Rosabeth Moss Kanter, Harvard Business School professor and author of SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good "What has made our KM program strong is sticking to the fundamentals-- that's exactly what this book outlines. It provides trusted advisor guidance on how any company or organization can take the concrete steps to create and implement a world class KM strategy." ―Dan Ranta, Director of Knowledge Sharing, ConocoPhillips “Carla O'Dell and Cindy Hubert have written an amazingly down to earth, useful and practical book on knowledge management and its importance to modern business. Starting with the distinction between information and knowledge, they provide a viewpoint that leaves IT in the dust. Read it to prepare for tomorrow's world!” ―A. Gary Shilling, President, A. Gary Shilling &amp; Co., Inc. “

The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business

Business & Money

O'Dell, Carla

Hubert, Cindy

Management & Leadership

wiley

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

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.

Grayson, C. Jackson

Economics

Free Press

Km Strategies and Tactics for Business Results (Connected Learning)

Hasanali, Farida

Newhouse, Bob

Vestal, Wesley

Education & Reference

Amer Productivity Center

The absolute, most critical success factor in knowledge management (KM) success is senior-level support. The Executive's Role in Knowledge Management can help senior managers set sensible, yet aggressive, expectations and goals for a KM initiative and help KM practitioners who must establish a compelling business case to gain senior-level support. 
For those who grasp the potential of their organizations' knowledge assets and want to develop strategies for leveraging them, this book can act as a guidebook. For those who are actively involved in crafting their organization's knowledge-based business strategy, this book offers the perspectives of leaders who have faced this challenge and succeeded. For those who want to use knowledge and learning to support existing core competencies, as well as create new ones, this book offers excellent examples. Most importantly, this book is for senior managers who lead by example and want to adapt successful approaches that will result in significant gains. 
With examples from Ford Motor Co., the World Bank, IBM Corp., Caterpillar Inc., NASA, Best Buy Co. Inc., Schlumberger Ltd., Air Products and Chemicals Inc., Millennium Pharmaceuticals Inc., Xerox Corp., and more, this book draws on APQC's years of research and pares down the information to the core KM principles and proven practices, with an unwavering focus on the bottom line. 
What others are saying about The Executive's Role in Knowledge Management: 
Nobody has more knowledge than Carla O'Dell and APQC about how to make knowledge management pay off. If knowledge is important to your business--and isn't that true everywhere?--you can't afford not to manage it. This book goes well beyond theory, with tangible measures, real-world examples of financial gains, and a frank discussion of what elements of KM implementation will cost.--Thomas H. Davenport, president's distinguished professor, Babson College, and Accenture Fellow 
As you move down the path from knowledge sharing to being knowledge-driven as an organization, the lessons learned by APQC in their research of best practices in more than 300 organizations are invaluable in providing guideposts for executives to lead their organizations forward. You could not have a better guide to the future. --Robert H. Buckman, former president of Buckman Laboratories International Inc.

The Executive's Role in Knowledge Management

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