In November 2018, the International Standards Organization (ISO) published its new standard on knowledge management – ISO 30401.
This is the first standard on knowledge management (KM) ever to be introduced and is global and industry agnostic. The standard came about due to an increasing recognition of the need for, and importance of, Knowledge Management, as well as a certain amount of ambiguity in the understanding of what KM is.
The standard begins by defining eight key principles of knowledge management, which taken together form the basis of best practice in the discipline, before going into prescriptive text about how organizations should carry out KM in practice.
The standard acts as a good guide for an organization of any size, in any sector, located anywhere in the world, to be able to benchmark its KM practices. It also acts as a useful toolkit for organizations that are just beginning their KM journey and need advice on how. This collection of case studies features organizations from many different sectors across the globe that are demonstrating best practice KM. Each case study deals with a different theme expanded upon in the standard, showing how KM is evolving, allowing readers to understand what is required by the new global standard in more practical terms.
The published standard is prescriptive and gives rules and guidelines – this book adds color to the clauses by showing practical examples of the principles of the standard in action.
About the authors
By Nick Milton, Judy Payne, and Ron Young, BS ISO 30401: 2018 Knowledge Management Standard committee
Chapter 1: The evolution of the KM Standard
By Nick Milton, director and co-founder of Knoco Ltd
Chapter 2: Guiding principles of the standard
By Karen Battersby, director of knowledge management, Freeths
Chapter 3: Context and culture – Transport for London (TfL)
Chapter 4: Knowledge development and the knowledge lifecycle
By Libbie Evans, senior manager, knowledge management, TD Bank
Chapter 5: KM enablers from Olympic and Paralympic Sport
By Dr Peter Brown, head of performance knowledge, English Institute of Sport
Chapter 6: Knowledge management culture – enabling a composite mind
By Dr Dominique Poole-Avery and Elena Costello, Arup
Chapter 7: Leadership in KM – London 2012, Crossrail, and Learning LegaciesBy Karen Elson, major projects consultant, Co.Cre8 Ltd
Chapter 8: Supporting and resourcing knowledge management
By Hank Malik, KM program lead, Petroleum Development Oman (PDO) and Dr Sulaiman Al Toubi, former PDO asset oil director and visiting industry-academic fellow, Muscat University, Oman
Chapter 9: Planning and operating KM
By Rupert Ashley Lescott, specialist in knowledge management, Dubai Electricity and Water Authority (DEWA)
Chapter 10: Performance and improvement
By Darryl Wing, director, knowledge management, Fluor
Chapter 11: The future of KM
By Patrick DiDomenico, chief knowledge officer, Ogletree, Deakins, and James Lee, co-founder and CEO, LegalMation
Chapter 12: Mostly harmless…
By Professor Dave Snowden, director of the Cynefin Centre and chief scientific officer at Cognitive Edge