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This manual will enable the user to identify the changes that need to be made in order to leverage the company's intellectual capital and to bring about the processes, infractructure and organizational procedures that will enable you to build and use your corporate knowledge base.
In this book Amrit Tiwana, walks step by step through the development of a state-of-the-art enterprise Knowledge Management System. Thoroughly revised to reflect today's latest tools, technologies, and best practices, this hands-on guide offers a complete roadmap for building KM systems incrementally - with each delivering new business value and seamlessly building on the work that receded it. Utilizing practical checklists and diagrams, Tiwana introduces best techniques for planning, design, management, deployment and management.
Amrit Tiwana offers a practical implementation guide for IT professionals who wish to standardise and strategise knowledge management.
Practical, Proven Tools for Leading and Empowering High-Performing Agile Teams A leader is like a farmer, who doesn’t grow crops by pulling them but instead creates the perfect environment for the crops to grow and thrive. If you lead in organizations that have adopted agile methods, you know it’s crucial to create the right environment for your agile teams. Traditional tools such as Gantt charts, detailed plans, and internal KPIs aren’t adequate for complex and fast-changing markets, but merely trusting employees and teams to self-manage is insufficient as well. In Agile Leadership Toolkit, longtime agile leader Peter Koning provides a practical and invaluable steering wheel for agile leaders and their teams. Drawing on his extensive experience helping leaders drive more value from agile, Koning offers a comprehensive toolkit for continuously improving your environment, including structures, metrics, meeting techniques, and governance for creating thriving teams that build disruptive products and services. Koning thoughtfully explains how to lead agile teams at large scale and how team members fit into both the team and the wider organization. Architect environments that help teams learn, grow, and flourish for the long term Get timely feedback everyone can use to improve Co-create goals focused on the customer, not the internal organization Help teams brainstorm and visualize the value of their work to the customer Facilitate team ownership and accelerate team learning Support culture change, and design healthier team habits Make bigger changes faster This actionable guide is for leaders at all levels—whether you’re supervising your first agile team, responsible for multiple teams, or lead the entire company. Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details.
The Knowledge Translation Toolkit provides a thorough overview of what knowledge translation (KT) is and how to use it most effectively to bridge the "know-do" gap between research, policy, practice, and people. It presents the theories, tools, and strategies required to encourage and enable evidence-informed decision-making. This toolkit builds upon extensive research into the principles and skills of KT: its theory and literature, its evolution, strategies, and challenges. The book covers an array of crucial KT enablers--from context mapping to evaluative thinking--supported by practical examples, implementation guides, and references. Drawing from the experience of specialists in relevant disciplines around the world, The Knowledge Translation Toolkit aims to enhance the capacity and motivation of researchers to use KT and to use it well. The Tools in this book will help researchers ensure that their good science reaches more people, is more clearly understood, and is more likely to lead to positive action. In sum, their work becomes more useful, and therefore, more valuable.
Effective communication is the most powerful tool a manager can use. This is especially true for project managers who are tasked with coordinating the efforts of every project member as well as maintaining an open dialog with senior executives. Helping professionals achieve a high-level of communications expertise is the goal of this second edition book and CD-ROM package. The book explains how to energize projects, create momentum, and achieve success by talking and listening to staff members. Moreover, it teaches how to effectively communicate project status and requirements to executive management. The valuable CD-ROM supplies the “tools” to do the job right… ready-to-use documents, forms, reports, and project templates that help ensure effective, clear, and consistent communication. This second edition also includes new changes from A Guide to the Project Management Body of Knowledge (PMBOK), Fifth Edition, as well as new material on evolving tools such as social media. As new technology has found its way to the marketplace, simple approaches from years gone by are modified for cloud-sharing tools, social media, and other considerations.
strategy, but we also focus on execution. We talk about organizational design, and also refect on leadership practices. Our assumption is that in a dynamic world, leaders at all levels, have to constantly switch gears, wear different hats, and na- gate at different altitudes. They have to think about the “total” enterprise, not in terms of compartmentalized silos or felds of functional expertise. Much like a g- eral contractor, they have to draw on specialized expertise, as and when needed, yet keep the big picture in mind. Our hope is that our diagnostic tools can help teams develop a shared frame of reference and generate cross-functional dialogue. The third driving force behind this second edition is the gradual convergence between the worlds of entrepreneurial start-ups and challenges facing established corporations. Innovation, agility, and initiative are no longer the exclusive preserve of start-ups. Established companies are looking for ways to re-invent themselves, to innovate, to think creatively, and to make their enterprises more fexible, agile and entrepreneurial. We have had the good fortune to sit at the intersection of these two worlds. We hope our ideas can beneft both groups. We set out to provide a “buffet table”, a menu of options that can be helpful for the two ends of the spectrum.
Trade and transport corridors are fundamental to the overland movement of international trade, particularly for landlocked countries. This book provides tools and techniques for the design of trade and transport corridor projects. It is meant for task managers, policy makers, and corridor service providers.
This book on innovation management charts the shift to a more systemic view of creativity and the greater attention now paid to the role of tacit knowledge. Further it elaborates on the way in which cognitive style and personality type affect how we set about problem solving, decision-making and change, and the different kinds of culture organisations need to encourage creativity. It also disusses developing creativity and innovation, organisational knowledge creation, adaptors and innovators etc.
In 'Key Issues in the New Knowledge Management,' Firestone and McElroy, the architects of the New Knowledge Management (TNKM) provide an in-depth analysis of the most important issues in the field of Knowledge Management. The issues the book addresses are central in the field today: * The Knowledge Wars, or the issue of "how you define knowledge determines how you manage it" * The nature of knowledge processing * Information management or knowledge management? * Three views on the evolution of knowledge management * The role of knowledge claim evaluation in knowledge processing, or the difference between opinion, judgements, information, data, and real knowledge in knowledge management systems * Is culture a barrier in knowledge management? * The Open Enterprise and accelerated sustainable innovation * Portals * How should one evaluate KM software? * Intellectual Capital * Measuring the impact of KM initiatives on the organization and the bottom line * KM and terrorism