Making KM Work for Your Organisation

A complete toolkit packed with real-world case studies for delivering successful KM initiatives

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  • Publication date: December, 2011
  • Pages: 203
  • ISBN: 9781908640130


In a world of accelerating change and complexity, knowledge management (KM) can make the difference between your organisation surviving, or thriving! Like to know how?

Ark Group's report, Making KM Work for Your Organisation features no less than 11 insightful case studies demonstrating how organisations are successfully using KM to drive organisational performance and achieve strategic goals. These include:

  • Using a KM approach to re-engineer key processes and services at Mills & Reeve;
  • Enabling strategy realisation with KM at Parsons Brinckerhoff;
  • Using knowledge reviews to capture project knowledge and lessons learnt at Arup;
  • Developing and implementing KM strategy at Syngenta;
  • Building a Living Archive at Asian Development Bank;
  • Carrying out pro-active reviews at Oracle EMEA;
  • Leveraging intellectual capital at Arup University;
  • Using knowledge markets to accelerate the exchange of ideas at Sellafield Ltd;
  • Connecting partners, sharing information and capturing knowledge at Asian Cities Climate Change Resilience Network;
  • Creating a Knockout Model for organisational transformation at MTR Corporation; and
  • Developing an online network for school leaders in England at The National College.

Leading industry experts Ron Young, Nick Milton, Arthur Shelley and Nick Davies also share their invaluable perspectives and advice on how to deliver successful KM initiatives that support your strategic objectives.

Making KM Work for Your Organisation is designed specifically to help you:

  • Unlock potential and deliver real value;
  • Enable strategy realisation from the top down;
  • Engage staff and improve work performance from the bottom up;
  • Develop a coherent KM strategy and build the business case;
  • Utilise key KM tools and models to enable organisational learning;
  • Build a collaborative working culture that encourages knowledge sharing;
  • Use key tools for inspiring innovation and creativity;
  • Understand the role of technology and enabling systems; and
  • Adapt to a changing workplace in a networked world.

PLUS…this highly practical report comes with useful appendices which can easily be adapted to be implemented immediatly within your organisation. These include:

  • A question template for staff interviews;
  • Example KM survey questions;
  • Sample questions for a KM maturity assessment statement;
  • Typical elements found on a KM road map; and
  • Selected KM tools to facilitate organisational learning.

Unlock your organisation’s true performance potential with cutting-edge KM.


Chapter 1: Unlocking organisational potential and making a difference

Chapter 2: Top-down – Enabling strategy realisation

Chapter 3: Bottom-up – Working more effectively

Chapter 4: Planning the journey and building the business case

Chapter 5: Mainstreaming knowledge management

Chapter 6: Organisational learning

Chapter 7: Collaborative working and knowledge sharing

Chapter 8: Inspiring innovation and creativity

Chapter 9: Making the most of enabling systems

Chapter 10: The changing workplace in a networked world

Case study 1: Understanding the four dimensions of knowledge management – Personal, team, organisational and inter-organisational knowledge management

Case study 2: Business focused knowledge management

Case study 3: Parsons Brinckherhoff: Enabling strategy realisation

Case study 4: Knowledge reviews at Arup – Practical lessons from the field and demonstrating value

Case study 5: Syngenta – A WIKID way to success!

Case study 6: Mills & Reeve – Making a difference with knowledge management in the legal sector

Case study 7: Selling the value of knowledge management

Case study 8: Stories stimulate knowledge management activity in your organisation

Check our Executive Summary and full table of contents here


Tim Hawley
Tim Hawley focuses on improving organisational effectiveness and delivering value from complex integrated change programmes. In enabling organisations to adapt to the rapidly changing environment, Tim has helped shape management thinking around how best to leverage intellectual capital and adopt new ways of working. With over 25 years of experience, formerly in industry and latterly as a consultant, Tim has led a series of major organisational transformation programmes working mainly internationally with clients in Europe, the United States and Asia. Within these programmes, KM has played either a central or major strategic role and has covered private, public and more latterly the third sector. Tim is currently an associate director of Arup, an independent firm owned in trust on behalf of its staff of designers, planners, engineers, consultants and technical specialists. Arup is the creative force behind many of the world’s most innovative, influential and sustainable designs. Arup is globally recognised for its award winning approach to KM. Tim started his career in industry with Courtaulds (now part of AkzoNobel), initially supporting business system implementations, before moving to line management positions, progressing through planning and logistics roles to operations management and then on to general management. Prior to moving into consulting, Tim was general manager of Critchley’s heat shrink cable identification business (now part of Tyco Electronics). Tim graduated from the University of Newcastle upon Tyne with a BSc (Hons) in Geology and from Cranfield University with an MBA, and has a diploma in organisational behaviour.

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