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Knowledge-Based Working: Intelligent operating for the knowledge age

Steve Ellis, Consultant, UK

 - outlines the key challenges for KBW at all organisational levels
 - self assessment questions at the end of each of the four chapters
 - interchapter case studies for in depth teaching/understanding
 - reflection sections integrated in each chapter
 - hybrid academic/practitioner style

Covers the priorities and challenges facing organisations who are increasingly focused on ‘knowledge work’; it is written from a human relations – rather than a technological - perspective. It uses real cases, backed up by evidence and analysis from a detailed study into strategic knowledge based working (KBW). The content of the book draws on two chief sources: the author’s own expertise in KBW developed over five years of blue chip KBW consultancy, and the results of a previously unpublished five year study. The book offers clear, step-by-step guidance to executives who need to understand, deploy and implement KBW.

ISBN 1 84334 120 4
ISBN-13: 978 1 84334 120 8
June 2005
170 pages  234 x 156mm  paperback  
£35.00 / US$60.00 / €45.00

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£59.95 / US$100.00 / €75.00

About the author

Steve Ellis has an established reputation and presence in the Knowledge Based Working field. He has been an invited speaker in leading business schools and international KM conferences. He works as an international KM specialist in the financial services sector, having moved there from academia.

Contents

‘A perfect storm’ -- all roads lead to knowledge
 - What does ‘knowledge-based working’ mean and what new opportunities and dangers does it provide?
 - Reflection point 1.1: How valuable is knowledge anyway?
 - It’s true: knowledge (based working) really is power
 - A new concept to consider: ‘the knowledge elite’
 - Reflection point 1.2: Skills required to be an effective knowledge worker
 - One consequence of the knowledge-based economy – shrinking timeframes
 - Another consequence – managing tangibles is yesterday’s problem
 - The failures (so far) of knowledge management
 - Tough question – is a new type of oganisational management required to exploit knowledge-based working?
 - Developing a knowledge strategy
 - Summary
 - Self-assessment questions
 - Guidance on reflection points

Managing knowledge-based working and knowledge workers
 - Introduction
 - The impact of knowledge-based working on the manager–employee relationship
 - An end to the separation of working and learning
 - Reflection point 2.1: Employee or learning machine?
 - From worker to thinker – from responsive to responsible
 - Knowledge as the new organisational currency
 - Learning management systems – cracking the code that opens up knowledge utilisation
 - A divine paradox: knowledge cannot be ‘managed’ – but it’s all that you have
 - Reflection point 2.2: Walking to stand still
 - Connectivity is king in the knowledge economy
 - Reflection point 2.3: How connected are you?
 - Summary
 - Self-assessment questions
 - Guidance on reflection points

The new rules of organisational behaviour for knowledge-based working
 - Introduction
 - New Rule 1: Knowledge will always outcompete technology
 - Reflection point 3.1: What counts for most in the knowledge world, technology or people?
 - New Rule 2: Employee commitment is not an ‘optional accessory’ in the knowledge age
 - Reflection point 3.2: In the knowledge world compliance is no longer commitment
 - New Rule 3: The need to develop a knowledge-friendly culture
 - New Rule 4: The need to converge knowledge-based working with strategy
 - Summary and introduction to the ‘4Cs model’ of knowledge-based working
 - Self-assessment questions
 - Guidance on reflection points

The implications of knowledge-based working
 - Introduction: clocks don’t go backwards – KBW is already accelerating
 - Factors that can help or hinder
 - Reflection point 4.1: Moving towards intelligent working
 - Building knowledge-friendly environments – openness, trust and flexibility
 - Reflection point 4.2: Trust and knowledge-based working
 - Summary case study: facilitating KBW at Danwood
 - The implications for organisations
 - Reflection point 4.3: Bricks to clicks – hard assets can quickly become liabilities
 - The implications for managers and leaders
 - The implications for individuals
 - The implications for individuals
 - Concluding comments – knowledge workers of the world unite!!
 - Self-assessment questions
 - Guidance on reflection points