b'Put KM in your Shopping Cart but Don\'t Let it Take You for a Ride by Bill Ringle "I sure wish Iaccess to the1.needtoknowwhat\'sexperience fortcan hadYouwha lessons project proposals we\'ve bid on. Itknowledge from what\'s data. Nobelearned,anditerating wouldbereallygreatif I couldmatterbusin you\'re in,improvements in the program. whatess access just the ones that are rele you\'ve got to know w t infor B in the r internally ha ringesources vant to the proposal that I\'m work mation is critical to your cashand externally to increase your ing on now," Ron muttered as heflow,satisfyingyourcus odds of success. clicked through the folders on thetomers, and strengthening your5. You\'vegot to track resultsfor companyfileserverat7:15onemarket position. Sure you mayfeedback.Puta therway, noevening.nod when asked the question,"You cannot manage what you aroundDetermine "Clyde has beenfor 8butI wouldadopttheMis do not measure."the years and has been key in build sourianstanceof"showme"quantitativeandqua I itative ing the relationship with our bestjust to be sure.metricsforsucceedingwith customer," JohntoldPatover a2.n aManag KM.Itmightbeimproving Youeedchampion. cup of coffee.ingcriticalknowledgemeanspost-salescustomersatisfacexpected "We neverthat he\'d becross-functionalrepresenta tion as measured by the quansnatched up by one of those newtion. And you need atity and distribution of support decision dotcom\'s. What will we ever do tomakeron withtheper calls. You m set agoal boardightKM replace him?"spectives,smarts, andg toof using your extranet to shutsare At a time when the three R\'s inovercome the inevitable stum~inventory information with par. business- recruitment,reten bling blocks and rough patchesnersupplierstoimprovethe tion, and retraining - are beingofroadyou\'llencounter. Anyefficiency of yourparts on-hand bracpressured by industry trends, thesignificantchangeinitiativestock. It might be em ing a idea and practice of cultivating therequires someone who has thenew set of collaboration tools to wisdomgainedthroughexperi vision and willingness todecreasetravelcostswhile move enceofyourpeople hasneverto arincreasing review cycles during highe ground. been more important.3.need to see where to start.the design stage of aservYounew Knowledge Management (KM)Before "communities of knowl iceorprogramusingteam is more thanreshuffling the orgedge"canbebuilttosh membersinside theorganizaare chart and ajob titles. It\'s aboutinformation and best p ices,tion as well as consultants with fewracttransformingthewaybusinessyou\'ve got to assess where youspecializedk wledgeand nocaptures,manages,distributes,are with respect to informationexperience. and interacts withcritical infor sharing, yourgreatestobsta Kno management when itswledge mation.KMusesbreakthroughcles and greatest opportu ties.done well is goodbusiness, no nica led. tools, techniques, andstrategiesThe technology will be the easymatter what it isl todevelopanintegratedknowl part compared to changing theBill Ringle is America\'s Internet edge-based organization.culture,even whenyouknowBusiness Coach.the Having used Here are five key ideas of get this to be true at theInternetforworkandlearning outset. ting aon Knowledge Man 4. You need toinvest in a jump since1980,Billbringsa seahandle agement that you can put to use instart.Nothingspeaksloudersoned perspective to technology ccess. your organization. I\'ve witnessedthan su Design and pilotand industry trendsthrough his theseideasworkingandh a processtosucceedsoth consultingwork,presentations, aveat helped implement them in ao ersthin the companyand articles. vari th wi can ety of settings, from asee that real people are achievmanufacturing plant to a largeprofessionalingrealresults.Learning development association.quicklyoftenmeansfailing quickly,pickingthroughthe 14'