Officially, KM is almost two decades old. Yet much has changed over the years in terms of global work contexts, organisational knowledge dynamics, and technology environments.
- Incorporating social media in enterprise KM;
- Using KM innovation to drive products, services, processes, and culture;
- Using knowledge networking to go beyond organisational boundaries to external partnerships;
- Cultivating the art of conversation to enable and nurture knowledge flows;
- Sense-making through group collaboration, organisational agility, and cultural narratives;
- Leveraging crowdsourcing and their respective tools, risks, and rewards;
- Incorporating new knowledge behaviours of the youth workforce through cross-generational KM;
- Changing KM research mindsets to dig deeper into issues of practice and theory of knowledge initiatives;
- Prioritising knowledge retention; and,
- The changing the role of the CKO for the 21st century.
- KM and social computing maturity at Unisys;
- Process and project approaches to external KM at Larsen & Toubro Hydrocarbon;
- Collaboration and innovation through Ideaken.com;
- KM community initiatives to facilitate collaborative learning and experiential knowledge sharing at eClerx;
- Crowdsourcing strategies at Deloitte, Goldcorp, and Kaggle;
- KM leadership at Mindtree; and,
- Knowledge retention at NASA, MITRE, ABB Switzerland, and Shell.
- Understand and implement emerging KM practices to future-proof your organisation.
Chapter 1: KM and social media maturity
Chapter 2: Harnessing knowledge management for innovation
Chapter 3: External knowledge management
Chapter 4: A research mindset
Chapter 5: KM and conversations
Chapter 6: Sense-making
Chapter 7: Balancing external and internal crowdsourcing
Chapter 8: Beyond performance – KM leadership
Chapter 9: Youth and cross-generational KM
Chapter 10: Knowledge retentionCheck our Executive Summary and full table of contents here