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If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice Hardcover – November 10, 1998
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Knowledge Management (KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another. Rich with case studies, concrete examples, and revealing anecdotes from companies including Texas Instruments, Amoco, Buckman, Chevron, Sequent Computer, the World Bank, and USAA, this valuable guide reveals how knowledge treasure chests can be unlocked to reduce product development cycle time, implement more cost-efficient operations, or create a loyal customer base. Finally, O'Dell and Grayson present three "value propositions" built around customers, products, and operations that could result in staggering payoffs as they did at the companies cited above.
No amount of knowledge or insight can keep a company ahead if it is not properly distributed where it's needed. Entirely accessible and immensely readable, If Only We Knew What We Know is a much-needed companion for business leaders everywhere.
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Copyright 1999 Reed Business Information, Inc.
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About the Author
- Print length256 pages
- LanguageEnglish
- PublisherFree Press
- Publication dateNovember 10, 1998
- Dimensions6.5 x 1.25 x 10 inches
- ISBN-100684844745
- ISBN-13978-0684844749
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Product details
- Publisher : Free Press; 1st edition (November 10, 1998)
- Language : English
- Hardcover : 256 pages
- ISBN-10 : 0684844745
- ISBN-13 : 978-0684844749
- Item Weight : 1.13 pounds
- Dimensions : 6.5 x 1.25 x 10 inches
- Best Sellers Rank: #2,346,386 in Books (See Top 100 in Books)
- #1,383 in Management Science
- #7,268 in Communication Skills
- #15,234 in Industries (Books)
- Customer Reviews:
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About the author

Dr. Carla O'Dell is president of APQC and is considered one of the world’s leading experts in KM. O’Dell has a unique perspective on what works and what doesn’t, what’s hype, and what’s solid. Staying on the leading edge of KM is easy for O’Dell because APQC’s members include the best KM professionals and organizations in the world. APQC has conducted 25 consortium studies in KM, with more than 500 participating organizations, and produced the largest body of actionable best practices available in designing, implementing, and measuring KM.
O'Dell led the creation of APQC’s Open Standards Benchmarking research, which standardized the processes and measures that more than 9,000 global organizations use to benchmark and improve performance. And with her team at APQC and support of the Intelligent Utility Network, an international consortium of utilities and systems firms, O’Dell helped develop the Smart Grid Maturity Model, now stewarded by the Software Engineering Institute at Carnegie Mellon University.
She wrote with APQC Chairman C. Jackson Grayson "If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice" (The Free Press, 1998), a bestseller that put KM on the map as a practical management discipline. She is also co-author with Grayson of "American Business: A Two Minute Warning" (The Free Press, 1988) and wrote "The Executive's Role in Knowledge Management" (APQC, 2004). She writes frequently for leading journals and magazines and is consistently among the highest-rated speakers at conferences.
O'Dell began her professional career with the Ford Foundation and the American Center for Quality of Work Life. She worked with companies that were just beginning to experiment with new forms of work and new ways to manage people. Joining APQC, O'Dell served as chairperson of the Rewards Conference of the White House Conference on Productivity and helped design the Malcolm Baldrige National Quality Award emanating from that conference.
O'Dell has a bachelor's degree from Stanford University, a master's degree from the University of Oregon, and a doctorate in organizational psychology from the University of Houston.
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This book was written almost eight years ago. Much has changed due to the Internet revolution and the spawn of great IT tools. Even though the material of the book is still relevant (remember: IT is only a enabler and not be-all of KM), it would have been useful to have an updated version of the book with examples of implementation of KM in the current environment.
Here are some intresting excerpts from the book:
*******************
-Knowledge is what people in an organization know about their customers, products, processes, mistakes and successes, whether that knowledge is tacit or explicit. It is dynamic - a consequence of action and interaction of people in an organization with information and with each other.
-Knowledge Management is a conscious strategy of getting the right knowledge to the right people at the right time and helping "people share and put information into action" in ways that strive to improve organizational performance.
-It's guaranteed that exhortation to "Share more!" will not work. It takes systems and systematic approaches like internal benchmarking, mapping the knowledge terrain, creating new practices, which costs time and money. That's why having a clear business case and a value proposition is important.
-Culture is important, because learning and sharing knowledge are social activities. They take place among people.
-while new technologies are making the transfer of practices and knowledge more affordable then ever before, companies that think that simply by developing an intranet they will make sharing happen are dangerously wrong.
-Technology is a catalyst for KM but no panacea.
-Business Values Drive Transfer benefits
-Having the right culture is critical
-There is no conclusion to managing knowledge and transfering best practices. It is a race without finishing line
**************
In this context, Carla O'Dell and C.Jackson Grayson,Jr., in Chapter 4, write that "the internal transfer of knowledge is about finding out what you know, and using it to improve performance. It is about leveraging the value of knowledge you've already got. Whereas different companies adopt different approaches to finding and sharing internal know-how, they all seem to pursue one single strategy with great vigor: the transfer of internal best pactices", and then lay out a model that will guide the rest of the book. It has three major components:
1. The three value propositions- Companies must transfer knowledge and best practices to create value, and value is created by translating knowledge into action. But exactly what 'value' are we talking about? Thus, the first step toward profitable management of your company's knowledge asset is choosing the right value proposition.
* Customer intimacy- Increase revenue, reduce cost of selling, and increase customer satisfaction and retention.
* Product-to-market excellence- By reducing time-to-market, and designing and commercializing new products more quickly and successfully, we will increase revenue, retain market lead, and grow our profit margins.
* Operational excellence- Boost revenue by reducing the cost of production and increasing productivity, and raise performance to new highs.
2. The four enablers- The second step is creating the most supportive environment for transfer, by designing and aligning the enablers of transfer: culture, technology, infrastructure, and measurement.
3. The four-phase change process- The third step is change process would likely follow the following four phases: plan, design, implement, and scale-up.
Finally, they write that "Sure, companies have embarked on change efforts before. This one is diffrent. It's different because the improvement work is anchored in real-life practical knowledge-the know-how and intelligence other people within your own company have developed and used. It has worked for others. It can work for you. The key for making this work is threefold:
1. You've got to have a clearly defined purpose: the value proposition.
2. You've got to understand and leverage various organizational enablers, from infrastructure to technology, from measurement to culture.
3. You've got to have an organized way for achieving it: the four-phase process.
The reminder of this book is about these three components and the companies that illustrate their effective use."
Highly recommended.
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構成はシンプルで分かりやすい。最初(第一部)に、諸概念とベストプラクティスの移転モデルを提示し、第二部と第三部でそれぞれの構成要素に関して説明している。第四部は、4つのベスプラ共有の先行事例を紹介して、最後(第五部)に、4段階からなるベスプラ共有の仕組み作りの手順を説明している。
学術書というより実践書であるが、APQCという立場で、多くの事例に基づきバランスよく整理しており良書であると思う。


