The knowledge program leader makes the difference
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[Deutscher Titel: Der Leiter des Wissensprogramms macht den Unterschied]

Shelley, A.
Being a Successful Knowledge Leader. What knowledge practitioners need to know to make a difference.
London u.a.: Ark Group, 2008. 280 p.

Abstract: Some organisations have successful knowledge programs, whilst many struggle to make a difference. A significant part of the difference is the capability of the knowledge program leader. It is difficult to find people who have the required capabilities, networks, skills, behaviours and experiences to lead organisational change through knowledgebased initiatives. Successful leaders seem to have a natural talent to sustain ongoing delivery of benefits from knowledge-based initiatives. But do they? Were they born with theses talents and capabilities or did they somehow acquire them?
Being a successful knowledge leader requires a special set of professional capabilities that can to be developed over time through reflective learning and practical experiences. People with the right mix of experiences and capabilities are difficult to find. They need to have adaptable behavioural traits as well as a good depth of knowledge across a wide scope of business disciplines. Development of the required capabilities and behaviours involves exposure to a range of roles and situations, complemented by a breadth of reading, reflection and active participation in projects and networks. The interdependencies between leadership capability development, experiential learning and the embedding of knowledge principles are the focus of this publication.
The capabilities required for a successful knowledge leader are explored through twenty leadership capability themes and a framework of knowledge flow in the organisation. The capability themes are described in a practical context with links to the experiences, situations, education and behaviours though which these can be applied and developed. Together the themes, the knowledge framework, and supporting information, represents a solid foundation for a practitioner to lead knowledge programs in their organisation. Examples of successful application of integrated knowledge and learning programs are provided through nine case studies from Europe, North America and Asia Pacific. Guidance is provided on how to develop these capabilities whilst positively contributing to the performance of the organisation. Increasing success will be achieved through understanding these capabilities and obtaining experience in applying them. Building strengths in these capability themes is beneficial, as is knowing how to access them through professional networks.

Introduction:
Understanding the context in which knowledge leadership can be successful. A creative narrative to highlight the difference between failed programs and success.

Capability themes for knowledge success:
Twenty capability development themes are explored to understand why a knowledge leader needs them to be successful and how they can become capable in these. How behaviour, attitudes, culture and environmental aspects influence these capabilities and their impacts on decision making and outcomes.

Capability support toolkits and methods:
How does a knowledge practitioner know which tools and methods work in which circumstances. There are so many options that might work, how does one increase their chances of selecting the right choice to engage others and win the support to sponsors?

Application of capabilities:
Practical tips and hints on bringing people together to collaborate for performance and transfer knowledge to where it needs to be. Explores measures which influences people to focus on outcomes rather than outputs and guides how to prioritise initiatives.

Leading examples of knowledge capability development:
Mini case studies from: PB Australia Pacific (Construction projects, Australia), Fluor (Major projects, Global, USA), Mindtree (Consulting, Asia), Cadbury (Confectionery, Global, UK), TATA Steel (Manufacturing, Asia/India), SIRF Knowledge Roundtable (Knowledge Services, Australia), Australian Land and Water (Government Services, Australia) and NASA (Aeronautic Science, USA)

Knowledge Framework to start making a difference:
A comprehensive framework to understand the “big picture” of how to effectively generate knowledge flow in your organisation. A stimulant to start the process and continue the benefits flowing in a positive spiral of benefits.

References:
An extensive list of academic literature and practical resources to assist practitioners and academics alike to learn more about their specific interests.

To the KMedu Hub’s site of the book.

(c) Ark Group


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