Knowledge Services — A Strategic Framework for the 21 ... · Knowledge Services — A Strategic...
Transcript of Knowledge Services — A Strategic Framework for the 21 ... · Knowledge Services — A Strategic...
GUYST.CLAIRPRESIDENTANDCONSULTINGSPECIALISTFORKNOWLEDGESERVICES
Announcement
KnowledgeServices—AStrategicFrameworkforthe21stCenturyOrganization
IamhappytoannouncethepublicationofKnowledgeServices:AStrategicFrameworkforthe21stCenturyOrganization(MunichandBoston,DeGruyter,2016).
SMRInternationalhasbeenworkingwithknowledgemanagement,knowledgeservices,andknowledgestrategydevelopmentforoverthirtyyears.Myfirstbookonthesubject(BeyondDegrees:ProfessionalLearningforKnowledgeServices,DeGruyter,2003,re-printed2005)focusedontheroleofknowledgeservicesinprofessionaldevelopment,withspecificattentiontotheneedsofspecialistlibrariansandinformationprofessionals.
WithKnowledgeServiceswestepbeyondanyspecificlineofworkwithabookthatemphasizestheroleofknowledgeservicesinanycommunity,organization,orbusiness.Inthebook’sPreface,Idefineknowledgeservicesas:
“…anapproachtothemanagementofintellectualcapitalthatconvergesinformationmanagement,knowledgemanagement,andstrategiclearningintoasingleenterprise-widediscipline.Thepurposeofknowledgeservicesistoensurethehighestlevelsofknowledgesharingwithintheorganizationinwhichitispracticed,withleadershipinknowledgesharingtheresponsibilityoftheknowledgestrategist.Thisbookiswrittentoprovideguidancefortheknowledgestrategistandtoserveasareferenceforthatmanagementemployee.”
Withthisannouncement,IcallattentiontomygoalinKnowledgeServices:toofferapracticalstrategicframeworkapplicableinanyenvironment,positioningthepersonwithresponsibilityforknowledgeserviceswitharecognizedandauthoritativeroleastheparentorganization’sknowledgestrategist.Tobesure,sometimesinthebookItakeaslightlytheoreticalapproachtoknowledgeservices,includingsomerecognitionofthehistoricalandphilosophicalbackgroundofthemanagement,leadership,andknowledgeservicesprincipalsweembraceasknowledgestrategists.Similarly,thereisadefinitepersonalslanttothebook,buildingonmyownexperiences—personalandprofessional—asIdescribetheworkoftheknowledgestrategist.Allthreeoftheseperspectives(practical,theoretical,andpersonal)areputforwardinthetext,toensurethatallreadersreceivemaximumbenefitfromreadingwhatIhavewritten.
AlsowiththisannouncementIemphasizethevalueofthebooktocolleaguesinlibrarianshipandinformationservices.Indeed,thebookispublishedaspartofanimportantnewseriesfromDeGruytercalled“CurrentTopicsinLibraryandInformationPractice.”Theseriesincludessuchmanagement-andleadership-orientedtitlesas:
PreservingDigitalMaterials,byHarveyRoss(2011)TransformingtheBodleian(2012),editedbyMichaelHeaneyandCatrionaJeanneCannonLibraryUserMetaphorsandServices,byCarlGustavJohannsen(2015)ConservationResearchinLibraries,byDavidHowell(comingin2017)Organization,RepresentationandDescriptionthroughtheDigitalAge:InformationinLibraries,Archives,andMuseums,edited byCarolineFuchsandChristineM.Angel(comingin2017)
IamhonoredthatDeGruyterhasincludedKnowledgeServicesinthisdistinguishedseriesoftitlesrelatingtocurrentmanagementandleadershippracticesinlibraryandinformationservices.AndIamparticularlyhonoredthatknowledgeservicesasaleadershipandmanagementpracticeforanyorganizationisacknowledgedinthisfineseries.
IfyouareinterestedinlearningmoreaboutKnowledgeServices(orreadingaboutmyothertitles,includingBeyondDegrees),myauthorpageatAmazonis:amazon.com/author/guystclair.Orforthistitle,seetheContentspagebelow.
SMR-Knowledge.com10ParkAvenue#4-FNewYorkNY10016USA+19177971500BuildingtheKnowledgeCulture
KnowledgeServices—AStrategicFrameworkforthe21stCenturyOrganizationContents
Foreword(ElizabethHaasEdersheim,NewYorkConsultingPartnership,authorofTheDefinitiveDruckerandMcKinsey’sMarvinBowers,andLecturer,ConsultingStrategiesProgram,NewYorkUniversity)
Preface:EnablingtheKnowledge-SharingCulture
Acknowledgements
1BuildingtheKnowledgeCulture
1.1TheKM/KnowledgeServicesContinuum
1.2ManagementandKnowledgeServices
1.3LeadershipandKnowledgeLeadership
1.4TheKnowledgeStrategist
1.5TheOrganizationasaKnowledgeCulture
2AppliedKnowledgeServices
2.1CollaborationintheWorkplace
2.2CriticalSuccessFactors:TheKnowledgeServicesAudit
2.3MeasuresandMetricsforKnowledgeServices
2.4TheKnowledgeServicesStrategicFramework:ARecommendedStrategy(“AStrategyforaStrategy”)
2.5KnowledgeServicesinContext:EnterpriseContentManagement(ECM)andKnowledgeAssetManagement (withBarrieM.Schessler)
3TheWayForward
3.1ChangeManagementandChangeImplementation:TheFundamentalKnowledgeServicesCompetency (withDaleR.Stanley)
3.2KnowledgeStrategisttoKnowledgeThoughtLeader
Epilogue:KnowledgeServices.TheCriticalManagementDisciplineforthe21stCenturyOrganization
WorksCited
Index
AboutGuySt.Clair
GuySt.Clair’sprofessionalspecialtyisknowledgeservices,themanagementmethodologythatconvergesinformationmanagement(includingtechnologymanagement),knowledgemanagement(KM),andstrategiclearningforcross-functionalbusinessandorganizationalsuccess.HeisPresidentandConsultingSpecialistforKnowledgeServicesforSMRInternational,amanagementconsultingpracticeinNewYorkCity.
Recognizedasaknowledgeservices“evangelist,”St.Clairhasmorethan30years’experienceasaconsultant,advisor,andteacher,sharinghisexpertiseandknowledgewithawidevarietyofglobalbusinessandacademiccommunitiesandorganizations.AtColumbiaUniversityintheCityofNewYorksince2010,heteaches“ManagingInformationandKnowledge:AppliedKnowledgeServices”intheSchoolofProfessionalStudies’BusinessCertificationandPost-BaccalaureatePrograms.St.ClairalsoguestlecturesforNewYorkUniversity’sConsultingStrategiesprogramandfrequentlyconductswebinarsandin-houseseminarsaboutknowledgeservicesforSMRInternational’sclientorganizations.