Mobilising The Power Of What You Know
Business & Finance, Management & Leadership, Planning & Forecasting, Economics
| Author: | Paul Miller | ISBN: | 9781473538719 |
| Publisher: | Random House | Publication: | July 28, 2016 |
| Imprint: | Cornerstone Digital | Language: | English |
| Author: | Paul Miller |
| ISBN: | 9781473538719 |
| Publisher: | Random House |
| Publication: | July 28, 2016 |
| Imprint: | Cornerstone Digital |
| Language: | English |
On any given day, in the most large and medium-sized organisations, there are many indviduals and teams at work on the same issues, trying to solve problems from scratch that someone else in the company has already solved. What a waste! and what an opportunity! Knowledge management - or, as author Paul Miller prefers to call it, knowledge mobilisation - is currently being billed as a critical tool for the 21st century corporation. It concerns maximising the capabilities of the people working in a company by capturing their knowledge and turning it into a corporate asset. As Charles Handy has noted, no executive would leave factory space or cash idle, but many confess that they use only a small fraction of the knowledge latent in their companies. This book shows in a thoroughly practical way how to mobilise that knowledge and expertise and set it to work. It is plentifully illustrated with case studies of named UK companies who have done this successfully including NCR, ABB Asea Brown Boveri, 3I Group, Mortgage Express and Burston Marsteller.
On any given day, in the most large and medium-sized organisations, there are many indviduals and teams at work on the same issues, trying to solve problems from scratch that someone else in the company has already solved. What a waste! and what an opportunity! Knowledge management - or, as author Paul Miller prefers to call it, knowledge mobilisation - is currently being billed as a critical tool for the 21st century corporation. It concerns maximising the capabilities of the people working in a company by capturing their knowledge and turning it into a corporate asset. As Charles Handy has noted, no executive would leave factory space or cash idle, but many confess that they use only a small fraction of the knowledge latent in their companies. This book shows in a thoroughly practical way how to mobilise that knowledge and expertise and set it to work. It is plentifully illustrated with case studies of named UK companies who have done this successfully including NCR, ABB Asea Brown Boveri, 3I Group, Mortgage Express and Burston Marsteller.
