Title The Knowledge Manager’s Handbook, 2/e
Subtitle A Step-By-Step Guide to Embedding Effective Knowledge Management in Your Organization
Author Nick Milton, Patrick Lambe
ISBN 9780749484606
List price GBP 39.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 448
Book size 153 x 229 mm
Publishing year 2020
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
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WINNER: CILIP’s Knowledge and Information Management Award 2019 - Information Resources Print Category

The way an organization manages and disseminates its knowledge is key to informed business decision-making, effectiveness and competitive edge. The Knowledge Manager’s Handbook takes you step by step through the processes needed to define and embed an effective knowledge management framework within an organization.

This second edition now includes clear guidance on the best practice requirements from the first ever internationally recognised standard for knowledge management, ISO 30401:2018, as well as content on the impact of AI and data analytics. Nick Milton and Patrick Lambe work through each stage of creating and implementing a knowledge management framework for an organization’s specific needs, based around the four essential aspects of knowledge management: people, processes, technologies and governance. With updated international case studies from organizations of all sizes and sectors, along with user-friendly templates and checklists to help implement effective knowledge management procedures, The Knowledge Manager’s Handbook is the end-to-end guide to making a sustainable change in the knowledge management culture.


Key Features:

  • Guides the reader through the essential steps of aligning knowledge management with organizational priorities to deliver long-term benefits
  • Covers best practice requirements from the first internationally recognised standard for knowledge management, ISO 30401:2018
  • Provides practical checklists, guidelines and process templates to help with implementation
  • Includes case studies from a variety of organizations, such as Mars, Huawei and the Singapore Youth Olympics
  • New to this edition: clear guidance on ISO 30401:2018, new content on the impact of AI and data analytics, and updated case studies


About the authors

Foreword by Laurence Prusak




Part One: Orientation to knowledge management implementation

Chapter 1: What is knowledge management? • Introduction • Definition • The seven main components of knowledge management • Translating KM into business terms • The supply chain analogy • The essential elements of knowledge management • Knowledge management as orchestration • Summary • References

Chapter 2: The stages of KM implementation • The different implementation approaches • Our recommended approach • The parallel opportunity-led programme • Escalating levels of management decision • Summary • Reference

Chapter 3: Barriers and pitfalls • Survey evidence • Lessons from the field • Summary • References

Part Two: Preparation and resources

Chapter 4: Knowledge management strategy • Deciding the strategic principles • Identifying the business drivers • Defining the knowledge management vision • Agreeing the knowledge management scope • Defining the strategic knowledge areas • Assessing the current state of knowledge management • Creating a draft knowledge management framework • Deciding how to handle change management • Creating a business case • Summary • References

Chapter 5: The role, skills and characteristics of the knowledge management leader • The role of the knowledge management leader • Should the knowledge management leader be an internal or external appointment? • The most important characteristic for an external appointment • What competencies does the knowledge management leader need? • The personality trap • A metaphor • Summary • References

Chapter 6: The KM team members • How big should your KM team be? • What skillsets will you need on your team? • Attitude and values • Team roles • Summary • Reference

Chapter 7: The role of senior management • The role of the sponsor • The risks to effective sponsorship • The knowledge management steering team • Working with the other senior managers • Summary

Chapter 8: Budget and timescale • The need for a budget • How big will the budget need to be? • Assigning your budget among the four KM enablers • Benchmarking your budget • How long will it take to implement knowledge management? • Beware the self-funding trap • Summary • Reference

Chapter 9: Aims and objectives for the KM implementation programme • Benefits mapping • The interim objectives • Making the objectives SMART • Impact metrics for knowledge management • Setting the value targets and estimating ROI • Dealing with imposed targets • What if you can’t measure value in monetary terms? • Not all measures should be targets • Summary • References

Chapter 10: Finding partners to help you • Who should be responsible for KM? • KM as partnering • Initiating a partnership • Transitioning the partnerships • Identifying non-obvious partners • Summary • References

Part Three: Assessment and planning

Chapter 11: Conducting the knowledge resources audit • What is a knowledge resources audit? • How does the audit help a KM implementation? • What are we auditing? • What are the steps in a knowledge resources audit? • Analysing the results of the audit • Summary • References

Chapter 12: The knowledge management framework • What is a management framework? • Why we need a framework for KM • A template for your KM framework • When you might need more than one framework • Summary • Reference

Chapter 13: The knowledge discussion elements of the KM framework • Dialogue as the preferred form of discussion • Roles for knowledge discussion • Processes for knowledge discussion • Technologies for knowledge discussion • Governance for knowledge discussion • Summary • References

Chapter 14: The knowledge capture and documentation elements of the KM framework • The difference between documented knowledge and information • Roles for knowledge documentation • Processes for knowledge documentation • Technology for knowledge documentation • Governance for knowledge documentation • Summary • References

Chapter 15: The knowledge synthesis elements of the KM framework • What is knowledge synthesis? • What does synthesized knowledge look like? • Roles for knowledge synthesis • Processes for knowledge synthesis • Technologies for knowledge synthesis • Governance for knowledge synthesis • Summary • References

Chapter 16: The knowledge-finding and re-use elements of the KM framework • The challenges of knowledge re-use • Incentivizing knowledge seeking • The importance of making knowledge findable and accessible • Roles for knowledge finding and re-use • Processes for knowledge finding and re-use • Technologies for knowledge finding and re-use • Governance for knowledge finding and re-use • Summary • References

Chapter 17: Knowledge organization • Grounding knowledge organization in the business drivers • The three components of knowledge organization • Taking an evidence-based approach to knowledge organization • Using the knowledge resources audit to focus on what counts • Testing and validating your knowledge organization system • Summary • Reference

Chapter 18: Influencing the stakeholders • The steps of the buy-in ladder • The knowledge manager as salesperson • Segmenting your audience • Influencing tactics • When to use the influencing techniques • Summary • References

Chapter 19: Culture, communications and change • KM as an agent of culture change • Mapping the current culture • Understanding the cultural drivers • The KM paradigm shift • Communication and change • The communication plan • Summary • References

Chapter 20: Preparing the KM implementation plan • How to create the implementation plan • Potential elements of the KM plan • Summary

Part Four: The implementation activity

Chapter 21: Building the KM champion network • What is a KM champion? • What KM champions do • How to identify potential KM champions • Maintaining the motivation of the KM champions • Supporting the KM champions • Summary • References

Chapter 22: Trials and pilots • Proof-of-concept trials • Where to look for quick wins • Selecting KM pilot projects • The ‘minimum viable KM framework’ • Delivering KM pilots • Reaching the organizational decision point • Summary • Reference

Chapter 23: Roll-out, embedding and governance • What does embedding mean? • Examples of embedded KM • Finalizing the KM framework • The governance elements of the KM framework • The KM policy • KM roll-out • Celebrating the successes • Tracking the roll-out phase • Summary • References

Chapter 24: Setting up the KM metrics and reporting system • The different kinds of metrics and their purposes • Examples of KM metrics • KM performance management • KM metrics reporting • KM metrics as a learning opportunity • Summary • References

Chapter 25: Dealing with bumps in the road • Dealing with common objections • Challenge scenario 1: over-enthusiastic support • Challenge scenario 2: death by a thousand cuts • Challenge scenario 3: perpetual reset mode • Challenge scenario 4: the showstopper • Summary • Reference

Chapter 26: Transition to the operational team • The decision to close the implementation programme • The role of the KM team after implementation • Knowledge management refresh and update • Summary • References

Part Five: Deepening and extending your KM programme

Chapter 27: Working with external frameworks and standards • The benefits and limitations of generic KM frameworks • KM maturity models – opportunities and dangers • KM awards – benefits and limitations • Standards development in KM • Using the ISO 30401:2018 KM standard • Self-audit or external audit? • Summary • References

Chapter 28: Working externally • Building your KM peer networks • Working with trusted consultants • Working with technology vendors • Scoping and issuing tenders for KM projects • Summary • Reference

Chapter 29: Knowledge management and digital transformation • The relationship between KM and digital transformation • The core technologies of digital transformation • The limitations of artificial intelligence (AI) • KM implications of digital transformation and AI • Summary • References

Part Six: Case histories

Chapter 30: Implementing KM at Mars (By Linda Davies, former Knowledge Management Director, Mars, Incorporated) • Know why you’re doing what you are doing • Focus on critical activities that help deliver strategy • Plan the roll-out to build the KM story • Go where there is ‘pull’ and keep all activities relevant to the business and to associates • Measure the business impact of KM activities • Be consistent • Select the team members carefully • Build top-down support • Embed critical knowledge via existing business processes • When is it over? • Summary

Chapter 31: NASA – emergence, evolution and resilience of a KM programme (By Barbara Fillip, former KM lead within the Flight Projects Directorate, Goddard Space Center) • Building a resilient KM programme • The NASA KM Community • KM at NASA Headquarters: a tight bond with internal training • KM at a NASA Center: Goddard Space Flight Center • Evolution of KM at headquarters and at the Centers • Strengthening of the programme at the Agency and Center levels • A new beginning for a resilient KM programme and a focus on continuous improvement • Summary • References

Chapter 32: Using the ISO KM standard 30401:2018 to sense-check KM at Petroleum Development Oman (By Hank Malik and Suleiman Al Toubi, Hank Malik is KM Programme Lead, PDO and Dr Suleiman Al Toubi is former Asset Oil Director, PDO and visiting industry academic, Muscat University, Oman) • Introduction • The standard’s key requirements and PDO KM reflections • Conclusions • Summary

Chapter 33: KM implementation in a global oil and gas company (By Dan Ranta, KM Leader at GE) • A focus on collaboration • Connecting sharing to the business – a bold approach • The link between knowledge networks and business results • Connecting people and governance • Visible leadership led to knowledge network growth • Building sustainability • Knowledge discussions and lesson learning • Promoting knowledge re-use • Knowledge synthesis: closed discussions and an enterprise wiki • Measuring knowledge network activity • Summary • Reference

Chapter 34: KM implementation at Huawei (By Tan Xinde, former leader of the Huawei KM programme) • The value of KM to Huawei • The start of Huawei’s KM journey • Going from the HQ to the frontline • Explicit vs tacit knowledge management • The current state of KM in Huawei • Summary

Chapter 35: KM implementation at the Singapore Youth Olympics (By Doreen Tan, former Head Knowledge Management, Singapore Youth Olympic Games Organizing Committee) • Facilitating the smooth flow and exchange of information • Cultivating a learn-as-you-go culture • Retaining and transferring Games know-how • Summary

Chapter 36: Implementing and sustaining KM in the Public Works Department Malaysia (By Roznita Othman, former Knowledge Management Director, PWD) • PWD Malaysia is a knowledge-intensive organization • The beginning of the KM journey • KM initiatives • Key challenges for KM • How KM was sustained • Areas of future improvement • Summary






About the Authors:

Dr. Nick Milton is a director and co-founder of Knoco Ltd, an international knowledge Management consultancy developing and delivering knowledge management strategies, implementation plans and services in a wide range of different organisations. He has a particular interest in effective lesson-learning, and has managed major knowledge capture and transfer programs, particularly in the area of mergers and acquisitions, and high technology engineering. He was at the centre of the team that made BP the leading Knowledge Management company in the world, developing and implementing BP’s knowledge of how to manage knowledge, and coordinating the BP Knowledge Management Community of Practice. Nick has written several books on knowledge management subjects, including Designing a Successful Knowledge Management Strategy, and The Knowledge Manager’s Handbook, published by Kogan Page.

Patrick Lambe is a world-renowned knowledge management expert, and a founding partner of Straits Knowledge, a global consulting and research firm specialising in knowledge, learning and innovation. He is an Adjunct Professor in Knowledge Management at the Hong Kong Polytechnic University, and Visiting Professor in the Knowledge and Innovation Management PhD programme at Bangkok University. He is two-term Past President of the Information and Knowledge Management Society and a member of the editorial advisory boards of the top-ranked Journal of Knowledge Management, and of Knowledge Management for Development Journal, and Journal of Entrepreneurship, Management and Innovation. Patrick is also a member of the AIIM KM Standards Committee (KM for Organizations). He is the author of the bestselling Organising Knowledge: Taxonomies, Knowledge and Organisation Effectiveness, published by Chandos in 2007.

Target Audience:

This book provides guidance on the best practice requirements from the first ever internationally recognised standard for knowledge management, ISO 30401:2018, as well as content on the impact of AI and data analytics on any organization.


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