How can companies prepare themselves for greater success in the knowledge economy? As the world evolves into a virtual market space, new rules for business success are imminent. Companies who gain the edge will have one notable characteristic. They use their entire knowledge base to continuously add more value to their customers and employees, and therefore, to their company as a whole. The Knowledge Dividend shows you how to initiate and leverage knowledge in accordance with your company strategy. It illustrates how to create organizations that are entirely process, team and community based, and ICT enabled. It explains, by example, how to shape the knowledge attitude and key competencies of knowledge professionals so that they are committed to the future - the company's and their own. Don't dig deeper for more knowledge, capture only meaningful knowledge and build on the value it has The Knowledge Dividend shows how to turn intangible knowledge into tangible business value by creating an organization that is process, team and community based, and properly ICT enabled. It looks at knowledge management from a non-technical, integrated approach called Value-Based Knowledge Management. It shows how to build meaningful knowledge from the ideas and innovations that reside in company professionals, teams and communities. This book answers the question, "What value can be created for a company with knowledge?" It helps to design an organization that is founded on a structure that derives value from knowledge. This book does not focus on ways to gather and manage the ever-growing stream of information flooding businesses today. The Knowledge Dividend helps create organizations that inspire knowledge professionals to adopt a higher level of performance, one based on creativity and intuition, flexibility and speed. As well as including a teaser CD-ROM, the book is packed with many time-saving tools. It introduces over 200 innovative practices and case studies of renowned international companies that are meeting the challenges of the knowledge economy. Learn how to locate and build knowledge that adds value to your business, and how to use value-based knowledge to maximize the growth and wealth of the organization
"The Knowledge Dividend proves that managing knowledge is not predominately an information technology issue. It focuses more on committing professionals who continuously learn and share their wealth of knowledge through virtual communities. It is through them that employees uncover hidden treasures - new ideas which benefit the company and themselves."
Kees Linse, Chief Operating Officer, Montell Polyolefins
"The Knowledge Dividend, based on KPMG's Value-Based Knowledge Management approach, is a very impressive volume that attempts (successfully) to summarize the state of our knowledge about knowledge management."
Chun Wei Choo, Professor, University of Toronto and author of The Knowing Organization: How organizations use Information to construct meaning, create knowledge, and make decisions
"The Knowledge Dividend refocuses the Information Systems (IS) industry on its real mission: to help companies succeed through strategic applications enabled by state-of-the-art information and communication technology - not automating paperwork or replacing people."
Dean Myer, President NDMA and author of The Information Edge
"Despite considerable media attention and scores of conferences and articles on knowledge management, organizations are still very confused about the concept and how it can benefit them. Within this business environment, KPMG's research and thought leadership in the area of "knowledgement," as demonstrated in The Knowledge Dividend, provides a most comprehensive and thoughtful view of the subject that is so desperately needed today. It is truly a guiding light in the current maze of knowledge management ideas."
Dr. Marianne Hedin, Research Manager, International Data Corporation
"What we find especially compelling about KPMG's Value-Based Knowledge Management approach toward knowledge management is its value orientation. Understanding what intangible assets are worth is not meaningful unless assets are leveraged, and their full potential realized."
Mark O'Conner, Senior Analyst, Yankee group, Boston
"The three authors warn us that the current need for knowledge within organizations (the creation and distribution of it) will not automatically lead to success. This will only take place when knowledge becomes secondary to the value-creating abilities of the company."
Jan Paul Grollé, Chief Editor, Holland Management Review
