Chapter 6 The U.S. Navy Knowledge Management System A
Case in Point
- Background
- The Strategic Level
- How the Navys CIO Convinced
Commanders that KM is a War Strategy
- Gap Analysis: Knowing What We
Know and What We Need To Know
- Operationalizing Knowledge Management:
- The Rough Plan
- Structural Changes CoPs
- Culture Not a Question of
Sharing but of Security
- Infrastructure, IT and the
Knowledge Base: The Interrelationship
- Knowledge Management Tools
- Systems Thinking: The
Psychology of Organizational Action or Inaction
- Performance Measures: The Use
of Limits to Focus Attention
- It Is Not How You Measure But
What Of Limits and Guiding Principles
- The First Guiding Principle
What to Measure
- The Second Guiding Principle
Not All Measures are the Same
- The Third Guiding Principle
The Life Cycle of an Initiative
- Conclusion