The Knowledge Engine

Lloyd Baird (Author) | John Henderson (Author)

Publication date: 04/17/2001

The Knowledge Engine
  • Provides hands-on tools to drive knowledge into action and produce performance results
  • Offers a new way for integrating learning and knowledge creation into the performance process, making it part of everyone's job
  • Includes extensive examples of how leading organizations are creating and leveraging knowledge to improve performance and add to the bottom line

The new economy moves with lightning speed. Those who would lead no longer have the luxury of analyzing, planning, then implementing. They must plan and implement simultaneously. Learning and performance must be integrated into a continuous cycle: knowledge must be captured from performance as it is happening and used to improve the next round of performance.

In their new book, Lloyd Baird and John Henderson show how to produce knowledge as part of the work process and quickly apply that learning back to performance to create a "knowledge engine" that drives ongoing performance improvement and adds value in every area of the organization. Built on five years of research and application in leading corporations, The Knowledge Engine details a five-step knowledge-performance cycle, explaining how to:

  • Focus on exactly what is necessary to drive performance and create competitive advantage
  • Acquire knowledge you can use as you go, performing and learning simultaneously
  • Structure learning so that it can be shared and benefit the entire organization
  • Target knowledge so that the organization applies it when and where it is really needed
  • Reflect on the big picture the new knowledge presents, consolidate it, and identify new areas of focus

The book includes a wealth of practical tools that organizations can use to put each step of the knowledge-performance cycle into actual practice-such as an "After Action Review, " that helps explore lessons learned from performance and a "Peer Review, " that gets what others know into the performance process quickly.

The Knowledge Engine not only explains the principles of creating and leveraging knowledge as an asset that will provide competitive advantage-it gives concrete examples of how to do it right now. The authors provide extensive illustrations of how leading organizations-including BP Amoco, Xerox, the U.S. Army, Merck, and Lucent-are getting improved performance and bottom line results by creating their own "knowledge engines, " and offer a framework to help any organization implement systems and procedures for leveraging its knowledge assets.

  • Provides hands-on tools to drive knowledge into action and produce performance results
  • Offers a new way for integrating learning and knowledge creation into the performance process, making it part of everyone's job
  • Includes extensive examples of how leading organizations are creating and leveraging knowledge to improve performance and add to the bottom line

Read more and meet author below



Hardcover:
9781576751046

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Overview

  • Provides hands-on tools to drive knowledge into action and produce performance results
  • Offers a new way for integrating learning and knowledge creation into the performance process, making it part of everyone's job
  • Includes extensive examples of how leading organizations are creating and leveraging knowledge to improve performance and add to the bottom line

The new economy moves with lightning speed. Those who would lead no longer have the luxury of analyzing, planning, then implementing. They must plan and implement simultaneously. Learning and performance must be integrated into a continuous cycle: knowledge must be captured from performance as it is happening and used to improve the next round of performance.

In their new book, Lloyd Baird and John Henderson show how to produce knowledge as part of the work process and quickly apply that learning back to performance to create a "knowledge engine" that drives ongoing performance improvement and adds value in every area of the organization. Built on five years of research and application in leading corporations, The Knowledge Engine details a five-step knowledge-performance cycle, explaining how to:

  • Focus on exactly what is necessary to drive performance and create competitive advantage
  • Acquire knowledge you can use as you go, performing and learning simultaneously
  • Structure learning so that it can be shared and benefit the entire organization
  • Target knowledge so that the organization applies it when and where it is really needed
  • Reflect on the big picture the new knowledge presents, consolidate it, and identify new areas of focus

The book includes a wealth of practical tools that organizations can use to put each step of the knowledge-performance cycle into actual practice-such as an "After Action Review, " that helps explore lessons learned from performance and a "Peer Review, " that gets what others know into the performance process quickly.

The Knowledge Engine not only explains the principles of creating and leveraging knowledge as an asset that will provide competitive advantage-it gives concrete examples of how to do it right now. The authors provide extensive illustrations of how leading organizations-including BP Amoco, Xerox, the U.S. Army, Merck, and Lucent-are getting improved performance and bottom line results by creating their own "knowledge engines, " and offer a framework to help any organization implement systems and procedures for leveraging its knowledge assets.

  • Provides hands-on tools to drive knowledge into action and produce performance results
  • Offers a new way for integrating learning and knowledge creation into the performance process, making it part of everyone's job
  • Includes extensive examples of how leading organizations are creating and leveraging knowledge to improve performance and add to the bottom line

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Meet the Authors


Visit Author Page - Lloyd Baird

Lloyd Baird is Executive Director of the Leadership Institute and a principal at the Systems Research Center, focusing on learning and executive development, and a professor of management at Boston University. Baird is also the Director of Research for the Executive Development Roundtable and is a Faculty Partner of the Human Resources Policy Institute.



Visit Author Page - John Henderson

John C. Henderson is Chair of the Management Information Systems Department and Director of the Systems Research Center at Boston UniversityÆs School of Management. Prior to joining Boston University, Henderson served on the faculty at the MIT Sloan School of Management.

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Table of Contents

  1. There isn't there any more
  2. Focus: Beware the Field of Dreams
  3. Acquire: Learn as you go
  4. Structure: The Pull Strategy
  5. Targeting: The Push Strategy
  6. Reflect: The View From Above
  7. Its About Leadership

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