Product Description

While companies search the world over to benchmark best practices, vast treasure troves of knowledge and know-how remain hidden right under their noses: in the minds of their own employees, in the often unique structure of their operations, and in the written history of their organizations. Now, acclaimed productivity and quality experts Carla O'Dell and Jack Grayson explain for the first time how applying the ideas of Knowledge Management can help employers identify their own internal best practices and share this intellectual capital throughout their organizations.

Knowledge Management (KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another. Rich with case studies, concrete examples, and revealing anecdotes from companies including Texas Instruments, Amoco, Buckman, Chevron, Sequent Computer, the World Bank, and USAA, this valuable guide reveals how knowledge treasure chests can be unlocked to reduce product development cycle time, implement more cost-efficient operations, or create a loyal customer base. Finally, O'Dell and Grayson present three "value propositions" built around customers, products, and operations that could result in staggering payoffs as they did at the companies cited above.

No amount of knowledge or insight can keep a company ahead if it is not properly distributed where it's needed. Entirely accessible and immensely readable, If Only We Knew What We Know is a much-needed companion for business leaders everywhere.

Product Details

• Amazon Sales Rank: #28558 in Books
• Published on: 1998-11-10
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 256 pages

Amazon.com Review
Responding to the familiar observation that what you don't know can and will hurt you, American Productivity and Quality Center leaders Carla O'Dell and C. Jackson Grayson Jr. have countered with a contention that the "hidden reservoirs of intelligence that exist in almost every organization" can, with work, be efficiently tapped "to create customer value, operational excellence, and product innovation--all the while increasing profits and effectiveness." If Only We Knew What We Know is their detailed examination of the resultant groundbreaking but common-sense methodology they have dubbed "knowledge management," along with their analysis of several companies such as Amoco, Arthur Andersen, Buckman Laboratories, and Xerox that are successfully employing it today. By studying the execution and evolution of this practice in over 70 companies involved with their non-profit management organization, the two have observed how top practitioners are turning internal information that's already selectively available into dynamic improvements that are apparent throughout the companies. They describe how to implement knowledge management in your own firm and describe the "enabling context" (including infrastructure, culture, technology, and measurement) that help or hinder the process. --Howard Rothman

From Library Journal
The authors, heads of the American Productivity and Quality Center, focus on the notion of internal best practices, discussing the barriers to internal knowledge transfer and offering detailed recommendations for overcoming these barriers. Of particular value is their Knowledge Management Assessment Tool (KMAT), a device to help organizations assess their strengths and weaknesses in managing internal knowledge. A good starting point for those new to KM.
Copyright 1999 Reed Business Information, Inc.

From Booklist
O'Dell and Grayson are, respectively, the president and the founder and chairman of the American Productivity and Quality Center, a 300-member, nonprofit organization in Houston, Texas. In 1992, when the Center's International Benchmarking Clearinghouse began to search for best practices among its members, it discovered to its surprise that many of its members had found numerous examples of "unknown and unshared knowledge" in their very own organizations. This finding led to research on why knowledge and practices failed to transfer even in organizations that were noted for innovation. The authors report on this research and offer recommendations for taking advantage of internal best practices. They identify three barriers to internal knowledge transfer, explain which three value propositions are best-suited for harnessing internal knowledge, and describe the four "enablers" that facilitate transfer. They also provide case studies and offer a detailed methodology for "making best-practice transfer and knowledge sharing a mainstay of your company." David Rouse

Customer Reviews

The Invisibility of the Obvious
One of the exercises I conduct for consulting clients is quite simple but extraordinarily valuable. Here's how it works. I ask to meet with 5-10 key executives, with or without the CEO included. Each of those present, in rotation around the table, says to each of the others (one at a time): "Here is what you and your people could do to make my life much easier." The exercise continues until each executive has spoken directly to every other person. All this takes about 60-90 minutes. Invariably the response is, "I had no idea. No problem. We'll be glad to do it. Why didn't you mention this before?" Everyone is involved, either asking for specific assistance from everyone else, or, learning how she or he could provide it.

I mention this basic exercise to suggest what probably motivated O'Dell and Grayson to write this book. They focus on what they call "beds of knowledge" which are "hidden resources of intelligence that exist in almost every organization, relatively untapped and unmined." They suggest all manner of effective strategies to "tap into "this hidden asset, capturing it, organizing it, transferring it, and using it to create customer value, operational excellence, and product innovation -- all the while increasing profits and effectiveness."

Almost all organizations claim that their "most valuable assets walk out the door at the end of each business day." That is correct. Almost all intellectual "capital" is stored between two ears and much (too much) of it is, for whatever reasons, inaccessible to others except in "small change." O'Dell and Grayson organize their material as follows:

Part One: A Framework for Internal Knowledge Transfer

Part Two: The Three Value Propositions [ie Customer Intimacy, Product-to-Product Excellence, and Achieving Operational Excellence]

NOTE: Part Two will be even more valuable when read in combination with Treacy & Wiersema's The Discipline of Market Leaders.

Part Three: The Four Enablers of Transfer

Part Four: Reports From the Front Lines: Pioneer Case Studies

Part Five: The Four Phase Process: Or, "What I Do on Monday Morning"

In the Conclusion, the authors assert that "there is no conclusion to managing knowledge and transferring best practices. It is a race without a finishing line." They are right, now and especially in years to come. In the concluding chapter, the authors share ten "Enduring Principles" which should inform and direct the formulation of any plan by which to manage knowledge and transfer best practices. During implementation of the plan, everyone involved must be willing and able to make whatever adjustments may be necessary. Perhaps the authors would agree with me that an 11th "enduring principle" affirms that change is the only constant. Those who share my high regard for this book are urged to check out Senge's The Fifth Discipline and The Dance of Change as well as Isaac's Dialogue.

With regard to the exercise briefly explained in the first paragraph, one of its many value-added benefits occurs following the completion of the exercise when most (if not) of the participants begin to offer unsolicited suggestions as to how they can do even more to assist their associates. Four of the most powerful words in any organization are "I need your help." But first you have to ask for it.

"A Model for Best Practice Transfer"
"This is not the first book about managing of transferring knowledge and it is certainly not the last book about knowledge management (KM). There are many excellent books about knowledge management..., but we think our book is unique. Here's why: First,...It's a book about how to improve the performance of your organization...Second, this book is not based on theories or speculation. It is anchored in successes, mistakes, and real-life case studies. It is not a spiritual guide or a technology manual. The experiences, thoughts, insights, and conclusions herein are based on surveys, site visits, and design work with over seventy organizations of all shapes ans sizes...This book is primarily about internal transfer of best practices in organizations. That is, the transfer of best practices from one part of an organization to another part-or parts-in order to increase profitability or effectiveness...Finally, it is also a book about the transfer of knowledge, specifically, the effective management of knowledge inside an organization...This book will focus largely on 'internal benchmarking'-looking inside your own organization-and transferring best practices" (from the Preface).

In this context, Carla O'Dell and C.Jackson Grayson,Jr., in Chapter 4, write that "the internal transfer of knowledge is about finding out what you know, and using it to improve performance. It is about leveraging the value of knowledge you've already got. Whereas different companies adopt different approaches to finding and sharing internal know-how, they all seem to pursue one single strategy with great vigor: the transfer of internal best pactices", and then lay out a model that will guide the rest of the book. It has three major components:

1. The three value propositions- Companies must transfer knowledge and best practices to create value, and value is created by translating knowledge into action. But exactly what 'value' are we talking about? Thus, the first step toward profitable management of your company's knowledge asset is choosing the right value proposition.

* Customer intimacy- Increase revenue, reduce cost of selling, and increase customer satisfaction and retention.

* Product-to-market excellence- By reducing time-to-market, and designing and commercializing new products more quickly and successfully, we will increase revenue, retain market lead, and grow our profit margins.

* Operational excellence- Boost revenue by reducing the cost of production and increasing productivity, and raise performance to new highs.

2. The four enablers- The second step is creating the most supportive environment for transfer, by designing and aligning the enablers of transfer: culture, technology, infrastructure, and measurement.

3. The four-phase change process- The third step is change process would likely follow the following four phases: plan, design, implement, and scale-up.

Finally, they write that "Sure, companies have embarked on change efforts before. This one is diffrent. It's different because the improvement work is anchored in real-life practical knowledge-the know-how and intelligence other people within your own company have developed and used. It has worked for others. It can work for you. The key for making this work is threefold:

1. You've got to have a clearly defined purpose: the value proposition.

2. You've got to understand and leverage various organizational enablers, from infrastructure to technology, from measurement to culture.

3. You've got to have an organized way for achieving it: the four-phase process.

The reminder of this book is about these three components and the companies that illustrate their effective use."

Highly recommended.

The FIRST book to put in your knowledge practices library
"Where should our business unit start in our goal to use knowledge to create greater value?" I am often asked this question as a principal Consultant to the Corporate University of a Fortune 100 Company . The answer now is easy - and tangible - I hand them a copy of this book. O'Dell and Grayson have created a knowledge transfer book that is well researched, easy to read, practical and insightful. From the very first chapter where they report the key insight - that knowledge is both tacit and explicit - the book is a gold mine of information. Their clear explanations of what is and is not working in successful "knowledge transfer" companies makes the book immediately useful. Plain language descriptions of the six barriers that hinder transfer of know-how will strike a chord with all levels in the organisation. Showing people paragraphs like "We're different" and "Sorry - I'm too busy" generates an instant interest. The book presents lessons learned in the important aspects of people (culture), processes, technology and infrastructure. Pearls of wisdom like why a company should "understand first, measure second" are spread throughout the book. The constant references to other sources of information and to practices at well known companies make the book itself a best practice in explicit knowledge sharing. And O'Dell and Grayson have include one section that many of the best sellers do not - "Where to start Monday morning". I would like to have seen more on "tacit" knowledge sharing. Perhaps the book will inspire someone to build on a great foundation and publish something practical on that.