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| Tekijä: | Newman, V. |
| Otsikko: | Leadership and strategic knowledge management |
| Lehti: | Knowledge Management Review
2006 : SEP/OCT, VOL. 9:4, p. 12-15 |
| Asiasana: | knowledge management chief executive officers management leadership strategic planning success USA |
| Kieli: | eng |
| Tiivistelmä: | The organizations' problem is that reality keeps changing. This article explains the concept, processes and needs for strategic (hereafter as: str.) knowledge (here as: kn.) management (SKM). SKM is about working within the continuously evolving reality and harnessing the newest kn. in the organization to continuously update business plans and strategies (as: strs). SKM is the deliberate selection and manipulation of different forms of kn. to create and implement successful and innovative strs. The CEO's key role is to be a masterful facilitator guiding the organization through a continuous process of str. conversations, refocusing the str. on kn. being both current and emergent. A leader managing a str. conversation needs to understand and work across at least four types of complementary innovating behaviours: 1. creators, 2. implementors, 3. stabilizors, and 4. navigators. SKM involves maintaining awareness of choices and assumptions that can be manipulated to drive discontinuity. |
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