A Guide to Global Best Practice and Standards in KM

In November 2018, the first ever Standard on knowledge management (KM) was introduced by the ISO - this new book showcases topical and current case studies, explaining how each organization intends to implement the Standard in their organization.

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Details

  • Publication date: February, 2019
  • Pages: 100
  • ISBN: 978-1-78358-364-5

Description

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.

Contents

Chapter 1: The evolution of the KM standard 
Nick Milton, director, and co-founder of Knoco Ltd

Chapter 2: Guiding principles of the standard
Karen Battersby, director of knowledge management, Freeths

Chapter 3: Context and culture
Liz Hobbs, project manager, Transport for London

Chapter 4: Knowledge development and the knowledge lifecycle
Libbie Evans, senior manager, knowledge management, and Meghna Shah, change management and communications manager, TD Bank

Chapter 5: Knowledge management enablers
Peter Brown, head of performance knowledge, English Institute of Sport

Chapter 6: Knowledge management culture
Dominique Poole Avery, knowledge manager, Arup

Chapter 7: Leadership for KM
Karen Elson, major projects consultant and chartered engineer, Olympics Learning Legacy

Chapter 8: Planning and operating KM
Rupert Ashley Lescott, specialist in knowledge management, Dubai Electricity and Water Authority (DEWA)

Chapter 9: Performance and improvement
Darryl Wing, director of knowledge management, Fluor

Chapter 10: The future of KM
Patrick DiDomenico, chief knowledge officer, Ogletree, Deakins, and James Lee, co-founder, and CEO, LegalMation

Chapter 11: Will the standard do what it needs to do?
Dave Snowden, chief scientific officer, Cognitive Edge

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Authors

Nick Milton
Director at Knoco Ltd
Karen Battersby
Karen Battersby is the head of knowledge and learning and development at Charles Russell Speechlys, and is responsible for the firm’s knowledge management, library, and learning and development departments. She has many years’ experience in knowledge management, as well as a commercial lawyer, having practised both in private practice and in-house. Karen is an experienced lecturer and trainer, having taught everything from legal CPD courses to MBA qualifications to lawyers and other professionals. She established the UK’s first postgraduate qualification in knowledge management for legal practice at Nottingham Law School. Karen also developed one of the first webinar and online learning businesses for the legal profession.
Liz Hobbs
Liz Hobbs, project manager for London Overground, has more than 18 year’s experience in the transport sector involved in major projects and has taken Transport for London (TfL)’s knowledge management initiative from a standing start to embedding the strategy within the first four years. She is responsible for driving the transformation of the culture, systems, and processes that underpin the successful delivery of knowledge management in the organization. She has developed the use of lessons learned plans and strategies and seen successful implementation show that learning has created efficiencies and savings across the organization. Being passionate about knowledge sharing, Liz is a member of a number of external groups, including the Crossrail Learning Legacy Executive Steering Group.
Dr Peter Brown
Dr Peter Brown is head of performance knowledge at the English Institute of Sport, the science, medicine and technology provider to GB Olympic and Paralympic athletes, and works with all departments of the UK high performance system to drive the design and delivery of the knowledge management and organizational learning strategy. Peter is also the founder and director of knowledge management and organizational learning consultancy, the “Knowledge Podium,” where, using a unique complex adaptive systems lens, he advises elite sport and high performance organizations on accelerating knowledge transfer and rapid learning to maximize their organizational capability. Peter has worked with many of Great Britain’s Olympic and Paralympic sports. He worked with Team GB and Paralympics GB in the preparation for the Rio 2016 Olympic Games and leads the Team GB approach to knowledge transfer for the Tokyo 2020 Olympic Games. He has over 15 years’ consulting in high performance sport. Peter has been invited to speak at numerous KM and workplace learning conferences, has published peer-reviewed journal articles related to sport, complexity, and learning and is an authorized CYNEFIN trainer.
Dominique Poole Avery
Dominique Poole Avery is Arup’s global knowledge manager, responsible for the knowledge strategy that defines the practices, tools and behaviors applied to achieve knowledge sharing across Arup. She has shaped technology solutions and led a range of strategic initiatives to address issues such as skills mapping, lessons learned, risks from future “brain drain” and has played a key role in shaping Arup’s approach to skills networks as a primary means for knowledge transfer and skill development. Dominique originally trained as an architect. She has a PhD on the topic of Innovation in Construction: a client’s perspective, in which she explored the issues that influence client decisions regarding innovative practices and solutions, and the implications of these for designers and all involved in the construction process. Dominique has presented at various conferences on knowledge management, given guest lectures at business schools, has published papers and contributed to books on knowledge management and organizational learning.
Karen Elson
Karen Elson is a major projects consultant and chartered engineer with more than 20 years’ experience in public and private sector projects. She has led the implementation of innovative and award winning learning legacy programs across the UK’s construction industry, including the Olympics, Crossrail, the Major Projects Knowledge Hub, and more recently developing the brief for learning legacy on the Palace of Westminster refurbishment and renovation program. Karen runs her own management consultancy business with two business partners and a select group of associates, delivering improvements in major projects through focus on knowledge, networks, and behaviors.
Darryl Wing
Head of knowledge management, Fluor.
Patrick DiDomenico
Chief knowledge officer at Ogletree Deakins
Dave Snowden
Founder and chief scientific officer, Cognitive Edge

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