Hard work as KM/ECM may be, requiring buy-in from the top of the organisation, those who have succeeded cite the benefits of currency of information and one version of the truth across the enterprise, regulatory compliance, the ability to produce higher quality work far more efficiently, winning new business through better knowledge and insight (or conversely losing less to rival businesses) and even cost savings as proof of the effort.

Also while most KM/ECM programmes do not take place for a straight return on investment, this report challenges the notion that the benefits cannot be measured in
monetary terms and that the value of intellectual capital is too hard to define.

The report also brings 7 solid international case studies, including 3 from Australia.

Part One: Politics and project control in knowledge and content management

Chapter 1: Why is knowledge and content management hard work?
Chapter 2: Making the business case
Chapter 3: Overcoming resistance and other implementation challenges
Chapter 4: Ongoing management of content
Chapter 5: The role of technology
Chapter 6: Who should run knowledge and content management?

Part Two: Case studies

Case study 1: Buncombe County – Controlling documents and opening up silos
Case study 2: Delta Electricity – Preserving safety and reputation (Australia)
Case study 3: Gilbert + Tobin Lawyers – In for the long haul (Australia)
Case study 4: QAD – The smart enterprise approach
Case study 5: Scottish Funding Council – Improving information management
Case study 6: Scottish Natural Heritage – Protecting the future
Case study 7: Sinclair Knight Merz – Enabling virtual teams around the globe(Australia)