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The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business

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This book breaks down the core strategic issues in managing intellectual capital. It's basically a road map to build, or retrofit, an enterprise KM program. The examples from Accenture, ConocoPhillips, Fluor, IBM, MITRE, Petrobras, Schlumberger, the U.S. Department of State & others are great for building a business case when your own organization doesn't have their own--yet. The discussion is broken down into 11 chapters:
-Chapter 1 details KM program objectives, new forces affecting KM , and a framework for KM program design efforts.
-Chapter 2 explains how to ID critical knowledge and map that knowledge.
-Chapter 3 shows how to build a business case and how a KM program matures.
-Chapter 4 describes the primary categories of KM approaches and how to create a portfolio of approaches.
-Chapter 5 examines proven approaches such as communities of practices.
-Chapter 6 examines Web 2.0 tools as KM approaches.
-Chapter 7 further dives into Web 2.0 tools by focusing on *enterprise* social networking.
-Chapter 8 lays out the people infrastructure for an enterprise KM program.
-Chapter 9 focuses on people issues and executive involvement.
-Chapter 10 explains how to address measurement needs based on your program's maturity.
-Chapter 11 breaks down the guiding principles for your KM program to improve.
-A very lengthy appendix chronicles four companies with outstanding KM programs.

THis is a manageable read about a topic that need not be as convoluted/theoretical as other books have suggested.

According to Carla O'Dell and Cindy Hubert, "this book tells you how leading organizations achieve great results in knowledge management, or KM, and provides the strategic principles to help you do the same in your organization." Note the use of direct address in this, the second paragraph of the Preface. O'Dell and Hubert almost immediately establish a personal rapport with their reader and sustain it as they present their material throughout the book's lively and eloquent as well as substantial narrative.

Although O'Dell and Hubert have extensive experience with all manner of organizations because of their respective responsibilities with APQC (American Productivity and Quality Center), each is a world-renowned thought leader in her own right. It is to the reader's great advantage that they can - and do - bring their considerable talents to bear when examining a wealth of information, insights, caveats, and recommendations generated by hundreds of AQPC-sponsored initiatives that include research studies, special reports, conferences, workshops, seminars, and publications.

As its website correctly notes, "Since 1977, APQC has been focused on providing organizations around the world with the information they need to work smarter, faster, and with confidence. Every day we uncover the processes and practices that push organizations from good to great. As one of the world's leading proponents of process and performance improvement, we follow our mission to help organizations around the world improve productivity and quality by discovering effective methods of improvement, broadly disseminating findings, and connecting individuals with one another and with the knowledge they need to improve."

O'Dell and Hubert carefully organize their material within 11 chapters that (in effect) provide a sequence of stages by which to plan, launch, implement, and then strengthen a KM program to achieve objectives that include these:

o Establish the foundation that positions KM for the future
o Determine the value proposition
o Identify critical knowledge needs
o Identify critical knowledge now available
o Identify critical knowledge gaps to be filled
o Formulate a framework for KM strategy development
o Select and design KM approaches
o Activate social networking
o Determine governance principles, policies, and procedures
o Build a knowledge sharing culture
o Measure the impact of KM operations and initiatives

I especially appreciate O'Dell and Hubert's brilliant use of reader-friendly devices in each chapter such as "Resources" that contextualize and expand on material discussed in the chapter, boxed summaries of key points and suggested action steps, Figures and Tables (to illustrate alphanumeric relationships), and checklists that will facilitate, indeed expedite periodic review later of key passages.

There are hundreds of comments and phrases inserted throughout the book that strengthen the aforementioned rapport. For example, direct address ("you can assess where the flow of knowledge is breaking down" on Page 31) and invitation with use of a first-person plural pronoun ("Let's now examine how to gauge such impact" on Page 142). In other words, from beginning to end, O'Dell and Hubert take the reader under their proverbial wing of knowledge and wisdom and over time prepare their reader to provide the leadership and management that are required to convert the right information into the most effective action.

Near the end of the book, I can almost hear them say, "Now let's take a look at several companies that have gained the new edge in knowledge management. Let's see what we can learn from them that will help you in your own organization." The mini-case studies are of ConocoPhillips, Fluor, IBM, and MITRE. This material, all by itself, is worth far more than the cost of a copy of this book. Their greatest value, however, can only be derived if the material that precedes them is read (and preferably re-read) with appropriate care.

Vision alone is not enough. Thomas Edison once said that "vision without execution is hallucination."

Action alone is not enough. Peter Drucker once said that there is nothing "quite so useless as doing with great efficiency what should not be done at all."

And knowledge alone is not enough. Extensive research conducted by Jeffrey Pfeffer and Robert Sutton (among others) suggests that a significant percentage of C-level executives have a "knowing-doing gap."

I know of no other single source that offers more and better information, insights, and advice about knowledge management than does this one. I commend Carla O'Dell and Cindy Hubert on a brilliant achievement. Bravo!

I found this book because I know about APQC and their record with knowledge management. (The authors run APQC's KM research) APQC has done A LOT of research of all of the best companies out there with KM. These companies work with APQC--no secondary research. And to see that research had meant being a part of a study. But this book includes a lot of that primary research and puts it together into specific directions for customization. I wish I had this book years ago when my program was first ramping up. Regardless, this book has given me a great push to keep improving our program and to stay up-to-date with how KM has to change to remain a strategic asset.

The New Edge" is not a guide for implementing approaches like communities of practice or localized efforts. Instead, the book lays out a comprehensive strategy for an enterprise KM program. It addresses how those with existing KM initiatives and the late adopters can implement an organization-wide KM strategy that works. With clear and specific instructions, the authors have put all the best practices concerning KM strategy into one, overarching framework. This is THE key KM book to read.

This book provides a strategic road map for knowledge management efforts. APQC has been researching best practices in knowledge management for two decades. And APQC leaders O'Dell and Hubert have compiled those findings and created a framework to create a knowledge management strategy. This book covers all the bases and has some great examples to drive home the best practices.

I've been following the field of Knowledge Management for twenty years, and I think that this book is a great summation of the key points. I'd recommend this book for employees of large enterprises who'd like to start, refine, benchmark or improve their KM efforts. The book provides many large-company examples that detail the KM efforts of companies like IBM, MITRE, Fluor, and ConocoPhilips. Some of the most useful information in the book includes:
* Enterprise KM Maps
* KM Roles
* 3 Categories of Metrics
The case studies -- both the in-depth ones at the end of the book and the shorter ones sprinkled throughout the chapters -- provide helpful details that illustrate the concepts presented.

This book describes knowledge management in actionable terms. Carla and Cindy have done a great job of linking theory to action to actual case studies. This is a book that a KM Leader could share with business executives who seek outside validation of KM value and impact. It backs up the approaches, methods, and techniques I use when developing KM practices and strategies.

I found New Edge in Knowledge to be an excellent read. As a Knowledge Management professional, I gleaned several common sense, practical insights throughout the work that I will be able to apply immediately to my effort. I appreciate the authors' painstaking care to share best practices and distill thoughts on a very complex, fast-moving topic. Thank you for writing this book - I've recommended it to several colleagues already.

Knowledge management is challenging subject area / management practice to understand, and within which to develop and implement practical, impactful initiatives that provide individual and organizational benefit. The New Edge in Knowledge should occupy first place on your book shelf or e-shelf. It brings significant clarity and resolution to all the key KM challenges and questions such as: What is knowledge management? What is its relationship to information management and corporate culture? What type of initiatives comprise knowledge management? Where do social / collaboration technologies fit in? How do I measure success? How do I enable change? What should we do next? Most importantly, this is not a practitioner's bible. It is a business oriented, practical view, based on solid research and best practices, that will inform effective strategic thinking and decision making about how to best improve the processes and practices people to create, share, and learn from infomration and from each other in a business context. That this is an excellent resources is not a surprise given the authors (Carla O'Dell and Cindy Hubert) and the organization (APQC). Bravo to them, and to any of you who decide to purchase a copy - a very smart investment.

O'Dell and Hubert's book uses vivid examples and practical advice to take advantage of key best practices and important trends. It can help both executives and KM practitioners respond to today's communication channels, create effective approaches, and get a better return on their knowledge and work force investments. Don't develop a knowledge management strategy without this book!