Difference between revisions of "Chief knowledge officer"

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==Definition==
 
==Definition==
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<!-- '''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]] -->
  
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'''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]]
 
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== Summary==
 
 
== Description==
 
== Description==
−
== References ==
+
[[File:Role of the CKO.png|right|caption|400px|FIG. 1  Role of the Chief Knowledge Officer.]]
 +
===Activities in which a Chief knowledge officer might engage===
 +
====General====
 +
# 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 [[Nuclear knowledge management|NKM]] to enhance organizational  capabilities, strategic operating and financial performance;
 +
# Institutionalize NKM.
 +
 
 +
====Strategy====
 +
# 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.
 +
 
 +
====Education====
 +
# 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.
 +
====Common language(taxonomy)====
 +
# 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.
 +
====Communications====
 +
# 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.
 +
====Sharing culture====
 +
# 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.
 +
====Cognitive ability====
 +
# 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.
 +
====Process management====
 +
# 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.
 +
====Measure outcomes====
 +
# 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.
 +
 
 +
====Resource optimisation====
 +
# 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.
 +
 
 +
<!-- '''Source:'''  [[Process oriented knowledge management for nuclear organizations]] -->
  
 
==Related articles==
 
==Related articles==
−
[[Chief officer]]
+
 
 
[[Chief information officer]]
 
[[Chief information officer]]
  
−
[[category:Roles]]
+
 
 +
[[Category:Role]]

Latest revision as of 18:42, 21 December 2015


Definition

A senior position with strategic responsibility for promoting and implementing knowledge management ( http://en.wikipedia.org/wiki/Expert Wikipedia)

Description

FIG. 1 Role of the Chief Knowledge Officer.

Activities in which a Chief knowledge officer might engage

General

  1. Create and spread the vision;
  2. Lead by example;
  3. Support the business by having an effective relationship with other ‘C- level’ officers including CEO;
  4. Inspire trust and be a ‘calculated’ risk- taker;
  5. Present an unwavering commitment and enthusiasm for KM;
  6. Apply NKM to enhance organizational capabilities, strategic operating and financial performance;
  7. Institutionalize NKM.

Strategy

  1. Create strategic initiatives;
  2. Create and ‘sell’ value of NKM vision in driving the organization;
  3. Understand and focus on customer,stakeholder and shareholder needs;
  4. Develop strategy with senior leaders and coalitions and set direction.

Education

  1. Educate leadership and employees about KM and its benefits;
  2. Develop a strategy to facilitate training and education of knowledge workers;
  3. Foster development of a culture of acceptance for organizational and life-long learning;
  4. Sponsor NKM training initiatives.

Common language(taxonomy)

  1. Apply POKM model to the business;
  2. Apply common definitions to facilitate understanding of knowledge concepts;
  3. Champion the development of a common language (taxonomy) to classify and store/retrieve explicit information in useful formats;
  4. Work with leaders of NEI, INPO, EPRI and EUCG to establish a clear understanding of NKM.

Communications

  1. Communicate commitment for NKM strategy to all;
  2. Reinforce the value of KM to all leaders, coalitions, managers and employees;
  3. Utilize a variety of communication methods to inform, form coalitions and influence decisions;
  4. Be an effective storyteller that inspires, motivates, informs others;
  5. Be an effective writer and publisher of NKM.

Sharing culture

  1. Actively promote and support sharing NKM at all levels as well as outside the company;
  2. Share NKM across companies and with Communities of Practice as supported by industry sharing guidelines;
  3. Promote an organizational culture that facilitates tacit and explicit knowledge sharing, innovation and the conversion of human capital to structural or intellectual capital.

Cognitive ability

  1. Value a questioning attitude and the ability to solve problems;
  2. Attract the best and brightest minds to join the organization;
  3. Set an example in personal learning;
  4. Cultivate business acumen in the Workplace.

Process management

  1. Adopt a process management philosophy and establish benchmarking methods;
  2. Provide incentives and infrastructure for knowledge re-use;
  3. Identify, promote and assess application of NKM ‘best’ practices and processes;
  4. Maximize the value of processes to the organization through people, equipment, technology and procedures;
  5. Standardize processes for maximum IT benefits.

Measure outcomes

  1. Benchmark organizational performance using industry standard methods;
  2. Understand strengths and gaps as part of an ongoing performance improvement process;
  3. Have systems in place to measure outcomes of NKM projects;
  4. Contribute to the mission and goals bottom line.

Communities of practice(CoPs)

  1. Be a Champion for CoPs;
  2. Support development and sustainment of CoPs;
  3. Form internal and external relationships with leaders from other organizations.

Resource optimisation

  1. Monitor and document business savings resulting from NKM activities;
  2. Work with business leaders to understand improvement opportunities where NKM can support new business goals;
  3. Advocate and establish an organizational structure that applies NKM resources efficiently;
  4. Apply NKM resources to improve staff capabilities and employee development.

Motiviation innovation and rewards

  1. Develop incentives and awards to recognize NKM excellence;
  2. Provide positive environment for knowledge sharing;
  3. Create an awards process for excellence in innovation;
  4. Cultivate future leaders who have demonstrated ability to apply NKM across the organization.


Related articles

Chief information officer

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