Employees waste an average of three weeks per year retrieving, recreating, or duplicating information that already exists. By creating a culture where knowledge is actively shared, less work is duplicated and informed decisions are made more efficiently.
Although many companies have KM systems and document repositories in place, many struggle to move beyond the stage of superficial adoption where knowledge-sharing behaviours become embedded within employee’s mind-sets and the DNA of the organisation. Through a series of articles and case studies, Establishing a Successful Knowledge-Driven Culture considers what a learning culture is, and how it can be established within an organisation to engage employees and encourage collaboration.
In this report you will find:
- Unpublished, original research exploring the factors which encourage employees to practice knowledge management, and articles which incorporate case studies to clearly illustrate theories in practice
- Case study contributions including MAKE award winners Woods Bagot, as well as Fluor Corporation (whose KM initiative is now in its 14th year), providing insight into their mature KM systems and established knowledge sharing cultures
- Expert insights from thought leaders including Nick Milton, Nancy Dixon, and Madanmohan Rao
Chapter 1: Cultural context – A complex whole
Chapter 2: The ten dimensions of a learning culture
Chapter 3: What is a learning culture and, using the British Army as an example, what can help or hinder its development?
Chapter 4: Five factors that encourage employees to practice knowledge management
Chapter 5: Knowledge workers – Knowledge management is the day job
Chapter 6: Designing knowledge management to change the culture
Chapter 7: Achieving effective communication through cultural and behavioural change
Chapter 8: Communication strategies for promoting knowledge-sharing culturesCheck our Executive Summary and full table of contents here