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The views of the employees in the organizations should be considered and there should be a proper system created to share the views.
Knowledge life-cycle Sunassee and Sewry propose a knowledge life-cycle in order to create and maintain individual and organizational learning in the organization:

  1. Create new knowledge
    1. Identify new knowledge
    2. Identify old and existing knowledge
  2. Identify knowledge relevant to organization
  3. Verify selected knowledge
  4. Capture and organize knowledge
  5. Disseminate and use knowledge
  6. Combine new knowledge and re-evaluate assumptions to create knowledge

Other CKO tasks

  • Encourage individual learning and innovative[12] thinking
  • Implement reward plans and incentives
  • Determine what technology is needed for the knowledge management effort and implement these technologies.
  • Put processes in place in order to facilitate the creation of organizational learning.
  • Measure the impact of knowledge management on the business.

Roles a CKO must play

  • CKO as Knowledge-sharing Icon
  • CKO as Trust Steward
  • CKO as Total Trainer
  • CKO as Techno Nerd
  • CKO as Number-crunching Accountant
  • CKO as Playground Monitor

References

  1. ^[13] Dalkir, K, (2005). Knowledge Management in Theory and Practice. Jordan Hill, Oxford: Elsevier Inc. 330
  2. ^[14] Nakkiran N Sunassee and David A Sewry, “A Theoretical Framework for Knowledge Management Implementation”. ACM International Conference Proceeding Series; Vol. 30. Proceedings of the 2002 annual research conference of the South African institute of computer scientists and information technologists on Enablement through technology, Port Elizabeth, South Africa, p. 235 – 245. [1]
  3. ^[15] Bontis, N, (2001). CKO Wanted — Evangelical Skills Necessary: A Review of the Chief Knowledge Officer Position. Knowledge and Process Management, Volume 8, Number 1. pp 29–38
  4. ^[16] Unpublished private correspondence of this editor

 External links

TOG PRESS RELEASE: More Cloak, Less Dagger, by Iona Miller
MORE CLOAK & LESS DAGGER
CIA Veteran Leutrell Osborne says Covert Action is Obsolete
Can We Maintain Security with a Kinder, Gentler Intelligence Community?
also see http://voices.washingtonpost.com/top-secret-america/2010/07/odni_memos_outline_contracting.html

Annapolis, Md. June, 2010. “When did the DNI’s new leadership start determining that we had to give up rights so we can protect a vulnerability in our nation-state’s security? What is the real DNI agenda? When will the HUMINT capabilities be improved and increased? When will the funds be pulled from Covert Action intelligence operations so the funds can be used for greater results? Tell me when you news people will really get the more important stories going? ” –Leutrell Osborne, Sr.
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