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[2][3][4][5][6]Collecting relevant data that is useful for the organization as knowledge

  1. Developing an overall framework that guides knowledge management[7]
  2. Actively promoting the knowledge agenda within and beyond the company
  3. Overseeing the development of the knowledge infrastructure
  4. Facilitating connections, coordination and communications.

CKOs must have skills across a wide variety of areas. They must be good at developing/understanding the big picture, advocacy (articulation, promotion and justification of the knowledge agenda, sometimes against cynicism or even open hostility), project and people management (oversight of a variety of activities, attention to detail, ability to motivate), communications (communicating clearly the knowledge agenda, have good listening skills and be sensitive to organizational opportunities and obstacles), leadership[8], teamworking[9], influencing, and interpersonal skills[10]. The CKO who successfully combines these skills is well equipped as an excellent agent of change[11] for their organization.Sunassee and Sewry[2] argue that top management needs to create and share a vision for the knowledge management initiative. The vision is the long-term strategy that will drive the knowledge management initiative and provide the scope within which the knowledge management effort and the organization will grow. The vision should also encompass the core beliefs and values of the organization.

The creation of the vision can be done in two ways. Top management can either appoint a Chief Knowledge Officer (CKO), who will create the vision, or they can create a vision and entrust the CKO to carry it out. It is extremely important at this point that the employees of the organization are allowed to share in the making of vision of the organization. This will create a sense of belonging for the employees, and allow them to participate in the change process. It will also make them accept the change process more readily than if they were not allowed to participate in it.

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