Titlebook: Knowledge Unplugged; The McKinsey Global Jürgen Kluge,Wolfram Stein,André Stoffels Book 2001 Palgrave Macmillan, a division of Macmillan P

戏服

Embeddedness: mining a rich vein,ity of knowledge, reverting to nuggets, chunks, pieces, and, more generically still, amounts. Mining your company’s knowledge is necessary, but it is difficult to know how rich the seam is because a core characteristic of knowledge is that it is embedded, hidden from view. Companies must come to ter

Adornment

Self-reinforcement: starting the chain reaction,t another characteristic comes into play. We call this trait self-reinforcement to emphasize that sharing knowledge does not normally lead to a decline in its use or value. Self-reinforcement is not a trait of other assets. A machine can only be in one place at one time, and sharing €100 means that

Excise

Spontaneity: sparking profits,through innovation will likely result in some knowledge being formulated, but whether it is the right knowledge at the right time, the best solution, remains anyone’s guess until the process is well underway. That moment when an idea finally erupts or when a consistent picture emerges from seemingly

judiciousness

Kicking off a knowledge management program,ity of a business is long. And for each one, a proven approach is readily available. Most use three or four distinct steps to solve the problem: there is typically diagnosis followed by program design, then implementation is started in a pilot before the concept is rolled out broadly. Some of these

Oafishness

Coming to terms with the knowledge economy,alk, but few can walk the walk. This is probably because the theme has been surrounded by a general mystique that makes many dyed-in-the-wool business leaders uncomfortable. It is time to throw out the jargon. Soon, it will be useless to distinguish knowledge workers from non-knowledge workers or kn

Perineum

rld, by the most influential management consultancy group in the world. The McKinsey Knowledge Management team interviewed top executives and also investigated how far their plans were implemented in practise, in 40 companies in the US, Europe and Japan. In many companies they discovered a significa

Narcissist

Transferability: knowledge on the move,rforming a certain task, and, if the results are positive, the employee tries to replicate the success with other pending tasks. From small tasks to huge, business-changing tasks, this is how the transferability of knowledge is primarily exploited.

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Spontaneity: sparking profits, disconnected thoughts is an individual experience. Neither the timing nor the content can be forced because the appearance of new knowledge is spontaneous. But it can be anticipated and encouraged, at least in broad terms. The mistake that companies make, however, is to equate spontaneity with randomness.