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 : Building a Knowledge-Driven Organization

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Binding: Hardcover
Dewey Decimal Number: 658.4038
EAN: 9780071384711
Edition: 1
ISBN: 0071384715
Label: McGraw-Hill
Manufacturer: McGraw-Hill
Number Of Items: 1
Number Of Pages: 300
Publication Date: February 27, 2004
Publisher: McGraw-Hill
Studio: McGraw-Hill




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Editorial Review:

Product Description:


This is the first book to focus on the people side of knowledge management--what it takes to get employees to contribute to a knowledge system. Robert Buckman explains how to orchestrate this culture change, drawing from the lessons learned by Buckman Laboratories--the leader and pioneer in knowledge management--in implementing award-winning knowledge systems. His book is a practical primer on how organizations can move from "hoarding" knowledge to "sharing" it, building a global strategy that allows them to respond faster than the competition to any customer's need on a global basis. Buckman reveals how to:

  • Combat the biggest problem with implementing knowledge management--creating the culture that supports it
  • Increase the speed of innovation globally across an organization
  • Resolve technical problems quickly
  • Make immediate, informed decisions to help solve customer issues
  • Create new products based on customer input and demand




Customer Reviews
Average Rating:  out of 5 stars

Rating: 4 out of 5 stars - You won't regret picking up Robert Buckman's Building a Knowledge-Driven Organization!
Elevator pitch
Robert Buckman is the CEO emeritus of Memphis, TN chemical vendor Buckman Laboratories. I discovered his 2004 book Building a Knowledge-Driven Organization during a hopeful search on "knowledge management" at a Memphis Library kiosk. This was my first real offline research in the collaboration field and I was pleased to find such a good-looking book with multiple copies on the shelf.

The jacket copy bills Buckman Labs as a bleeding-edge leader in the knowledge management ... Read More



Rating: 3 out of 5 stars - Not enough material for a book
The author makes a few good points early in the book, like: develop a knowledge-sharing culture before expecting the technology to work, emphasize flat hierarchies over deep hierarchies, and demonstrate management commitment by having them use and lead the knowledge-sharing systems themselves. However, there's not enough substance here for the author to fill a book. Some later chapters are useful, but typically the main points are repeated and elaborated with a lot of filler.



Rating: 5 out of 5 stars - Superb book, my choice for gift to colleagues
Every once in a while airport bookstores carry something truly extraordinary. This is such a book. It is so utterly perfect, sensible, readable, and on target that Monday I am buying copies to give to colleagues I know are interested in making more of our global information accessible and actionable.

I am sure this book will alter the perceptions of any management team in any domain. At a larger level of international information sharing, what the Swedes are calling M4 IS (multi-national, ... Read More







 






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