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| Assist clients in developing strategies and action programs for adopting knowledge management and integrate it with other management thrusts and initiatives. | |
| Act as Subject Matter Expert (SME) for a comprehensive multi-client benchmarking study of best KM practices. | |
| Provide workshops, seminars, and presentations to senior management teams, middle managers, and professionals on how to manage knowledge. | |
| Presentations to senior management and board of directors; advise enterprises on knowledge codification, structuring of knowledge and expertise to support training of bureaucrats in specific functions. | |
| Work with CEO and board of directors to change corporate priorities and culture required for effective knowledge use in a multinational service company. | |
| Educate a large company in use of KM-related methods and approaches to support corporate KM and business process redesign. A yearlong assignment that ranged from high-level strategic work to apprenticing to detailed field analysis work. | |
| Perform in-depth interviews and knowledge analysis to determine the knowledge required for quality decisions, identify the strengths and weaknesses of knowledge flows and knowledge-related bottlenecks, and design effective solutions. | |
| Create detailed methodologies and work programs for clients to practice KM. | |
| Create "Enterprise Intelligence Cultures" within advanced organizations that are adopting broad-based KM. | |
| Design and build a "Knowledge Architecture" as a basis for corporate-wide and integrated KM in a high-technology service firm. | |
| Perform a comprehensive survey of Chief Executive Officers in Fortune 50 companies to determine their concerns and priorities on knowledge, expertise, and its management. | |
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Work with a large U.S. engineering company to start up their KM practices with emphasis on building knowledge and appropriate use of knowledge by knowledge workers at all levels. A particular concern is planning the gradual reengineering of general office work facilitated by modern information technology.
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| © 2004 Knowledge Research Institute, Inc. | |
