Being a Successful Knowledge Leader is a unique resource that will enable you to be a more successful leader of knowledge-based programs and deliver greater outcomes from them. It focuses on the capabilities a leader needs to effectively lead and how successful leaders acquired them. A new holistic framework shows how to channel knowledge flow from business goals through projects to desired outcomes and generate superior performance.   Learn why some organisations have tremendous success with their knowledge programs whilst many seem to whither away slowly without delivering their potential. Knowledge leadership capabilities play a big part in the difference.

People with the right mix of experiences and capabilities required to be a successful knowledge leader are hard to find.  This report explores twenty a capability themes to explain the experiences, situations, education and behaviours required to become a successful knowledge leader.  Readers navigate a treasure map of options as they progress on a journey to assist them to develop their own capabilities whilst making a difference for their organisation.

Brief overview

Introduction:

Understanding the context in which knowledge leadership can be successful. A creative narrative to highlight the difference between failed programs and success.

Capability themes for knowledge success:

Twenty capability development themes are explored to understand why a knowledge leader needs them to be successful and how they can become capable in these.  How behaviour, attitudes, culture and environmental aspects influence these capabilities and their impacts on decision making and outcomes.

Capability support toolkits and methods:

How does a knowledge practitioner know which tools and methods work in which circumstances. There are so many options that might work, how does one increase their chances of selecting the right choice to engage others and win the support to sponsors?

Application of capabilities:

Practical tips and hints on bringing people together to collaborate for performance and transfer knowledge to where it needs to be.  Explores measures which influences people to focus on outcomes rather than outputs and guides how to prioritise initiatives.

Leading examples of knowledge capability development:

Mini case studies from: PB Australia Pacific (Construction projects, Australia), Fluor (Major projects, Global, USA), Mindtree (Consulting, Asia), Cadbury (Confectionery, Global, UK), TATA Steel (Manufacturing, Asia/India), SIRF Knowledge Roundtable (Knowledge Services, Australia), Australian Land and Water (Government Services, Australia) and NASA (Aeronautic Science, USA)

Knowledge Framework to start making a difference:

A comprehensive framework to understand the “big picture” of how to effectively generate knowledge flow in your organisation. A stimulant to start the process and continue the benefits flowing in a positive spiral of benefits.

References:

An extensive list of academic literature and practical resources to assist practitioners and academics alike to learn more about their specific interests.