1. Chapter 14 Leadership and Reward Structures

2. Knowledge Management2 Culture Change successful KM takes culture change you have to gain the heart and the minds of the workers

3. Chapter 14 Knowledge Management3 KM leadership roles (CKO) Educating user Educating the management team Mapping and de-fragmenting existing knowledge begin with what already exists Create the technology channels integrating the business process with the technology enablers

4. Chapter 14 Knowledge Management4 KM leader’s job description (CKO) Optimizing process design for KM : design process for creating new knowledge distributing existing knowledge applying or reusing what is already known Creating channels for leveraging untapped knowledge and competencies within the firm Integrating KM : embody KM into the routine task and activities of the firm employee

5. Chapter 14 Knowledge Management5 KM leader’s job description (CKO) Breaking barriers: break down technical, cultural, and workflow barrier in communication and knowledge exchange processes making a strong case for KM investments Watching the learning loop ensure that the firm is learning from its past mistakes and failures Creating financial and competitive value build knowledge asset Support IT

6. Chapter 14 Knowledge Management6 CKO Successful KM depend on CKO

7. Chapter 14 Knowledge Management7 CKO responsibility Explicit Tacit Organizational Technical COP

8. Chapter 14 Knowledge Management8 Functional Oriented Project Oriented software law business service marketing employee pool stableemployee pool mobile KM leader culture focus

9. Chapter 14 Knowledge Management9 Reward structure KM is 30% for technical part KM is 70% for culture change KM needs strong reward structure Trust and cooperation is very important for KM system

10. Chapter 14 Knowledge Management10 Reward structure Each employee must know why his or her opinion and contribution to the KM system counts CKO must ensure that employees are given the time to contribute to it as a part of their jobs CKO motivate employee to use and add value to the KM system promotion system are designed to recognize those who do the best job of knowledge sharing penalized those who don ’ t share knowledge reward accumulation of skills in addition to performance

11. The end.