Chief knowledge officer
From NKM WIKIDOC
- 1 Definition
- 2 Description
- 2.1 Activities in which a Chief knowledge officer might engage
- 3 Related articles
A senior position with strategic responsibility for promoting and implementing knowledge management ( http://en.wikipedia.org/wiki/Expert Wikipedia)
Activities in which a Chief knowledge officer might engage
- Create and spread the vision;
- Lead by example;
- Support the business by having an effective relationship with other ‘C- level’ officers including CEO;
- Inspire trust and be a ‘calculated’ risk- taker;
- Present an unwavering commitment and enthusiasm for KM;
- Apply NKM to enhance organizational capabilities, strategic operating and financial performance;
- Institutionalize NKM.
- Create strategic initiatives;
- Create and ‘sell’ value of NKM vision in driving the organization;
- Understand and focus on customer,stakeholder and shareholder needs;
- Develop strategy with senior leaders and coalitions and set direction.
- Educate leadership and employees about KM and its benefits;
- Develop a strategy to facilitate training and education of knowledge workers;
- Foster development of a culture of acceptance for organizational and life-long learning;
- Sponsor NKM training initiatives.
- Apply POKM model to the business;
- Apply common definitions to facilitate understanding of knowledge concepts;
- Champion the development of a common language (taxonomy) to classify and store/retrieve explicit information in useful formats;
- Work with leaders of NEI, INPO, EPRI and EUCG to establish a clear understanding of NKM.
- Communicate commitment for NKM strategy to all;
- Reinforce the value of KM to all leaders, coalitions, managers and employees;
- Utilize a variety of communication methods to inform, form coalitions and influence decisions;
- Be an effective storyteller that inspires, motivates, informs others;
- Be an effective writer and publisher of NKM.
- Actively promote and support sharing NKM at all levels as well as outside the company;
- Share NKM across companies and with Communities of Practice as supported by industry sharing guidelines;
- Promote an organizational culture that facilitates tacit and explicit knowledge sharing, innovation and the conversion of human capital to structural or intellectual capital.
- Value a questioning attitude and the ability to solve problems;
- Attract the best and brightest minds to join the organization;
- Set an example in personal learning;
- Cultivate business acumen in the Workplace.
- Adopt a process management philosophy and establish benchmarking methods;
- Provide incentives and infrastructure for knowledge re-use;
- Identify, promote and assess application of NKM ‘best’ practices and processes;
- Maximize the value of processes to the organization through people, equipment, technology and procedures;
- Standardize processes for maximum IT benefits.
- Benchmark organizational performance using industry standard methods;
- Understand strengths and gaps as part of an ongoing performance improvement process;
- Have systems in place to measure outcomes of NKM projects;
- Contribute to the mission and goals bottom line.
Communities of practice(CoPs)
- Be a Champion for CoPs;
- Support development and sustainment of CoPs;
- Form internal and external relationships with leaders from other organizations.
- Monitor and document business savings resulting from NKM activities;
- Work with business leaders to understand improvement opportunities where NKM can support new business goals;
- Advocate and establish an organizational structure that applies NKM resources efficiently;
- Apply NKM resources to improve staff capabilities and employee development.
Motiviation innovation and rewards
- Develop incentives and awards to recognize NKM excellence;
- Provide positive environment for knowledge sharing;
- Create an awards process for excellence in innovation;
- Cultivate future leaders who have demonstrated ability to apply NKM across the organization.