knowledge services — a strategic framework for the 21 ... · knowledge services — a strategic...

GUYST.CLAIRPRESIDENTANDCONSULTINGSPECIALISTFORKNOWLEDGESERVICES

Announcement

KnowledgeServices—AStrategicFrameworkforthe21stCenturyOrganization

IamhappytoannouncethepublicationofKnowledgeServices:AStrategicFrameworkforthe21stCenturyOrganization(MunichandBoston,DeGruyter,2016).

SMRInternationalhasbeenworkingwithknowledgemanagement,knowledgeservices,andknowledgestrategydevelopmentforoverthirtyyears.Myfirstbookonthesubject(BeyondDegrees:ProfessionalLearningforKnowledgeServices,DeGruyter,2003,re-printed2005)focusedontheroleofknowledgeservicesinprofessionaldevelopment,withspecificattentiontotheneedsofspecialistlibrariansandinformationprofessionals.

WithKnowledgeServiceswestepbeyondanyspecificlineofworkwithabookthatemphasizestheroleofknowledgeservicesinanycommunity,organization,orbusiness.Inthebook’sPreface,Idefineknowledgeservicesas:

“…anapproachtothemanagementofintellectualcapitalthatconvergesinformationmanagement,knowledgemanagement,andstrategiclearningintoasingleenterprise-widediscipline.Thepurposeofknowledgeservicesistoensurethehighestlevelsofknowledgesharingwithintheorganizationinwhichitispracticed,withleadershipinknowledgesharingtheresponsibilityoftheknowledgestrategist.Thisbookiswrittentoprovideguidancefortheknowledgestrategistandtoserveasareferenceforthatmanagementemployee.”

Withthisannouncement,IcallattentiontomygoalinKnowledgeServices:toofferapracticalstrategicframeworkapplicableinanyenvironment,positioningthepersonwithresponsibilityforknowledgeserviceswitharecognizedandauthoritativeroleastheparentorganization’sknowledgestrategist.Tobesure,sometimesinthebookItakeaslightlytheoreticalapproachtoknowledgeservices,includingsomerecognitionofthehistoricalandphilosophicalbackgroundofthemanagement,leadership,andknowledgeservicesprincipalsweembraceasknowledgestrategists.Similarly,thereisadefinitepersonalslanttothebook,buildingonmyownexperiences—personalandprofessional—asIdescribetheworkoftheknowledgestrategist.Allthreeoftheseperspectives(practical,theoretical,andpersonal)areputforwardinthetext,toensurethatallreadersreceivemaximumbenefitfromreadingwhatIhavewritten.

AlsowiththisannouncementIemphasizethevalueofthebooktocolleaguesinlibrarianshipandinformationservices.Indeed,thebookispublishedaspartofanimportantnewseriesfromDeGruytercalled“CurrentTopicsinLibraryandInformationPractice.”Theseriesincludessuchmanagement-andleadership-orientedtitlesas:

PreservingDigitalMaterials,byHarveyRoss(2011)TransformingtheBodleian(2012),editedbyMichaelHeaneyandCatrionaJeanneCannonLibraryUserMetaphorsandServices,byCarlGustavJohannsen(2015)ConservationResearchinLibraries,byDavidHowell(comingin2017)Organization,RepresentationandDescriptionthroughtheDigitalAge:InformationinLibraries,Archives,andMuseums,edited byCarolineFuchsandChristineM.Angel(comingin2017)

IamhonoredthatDeGruyterhasincludedKnowledgeServicesinthisdistinguishedseriesoftitlesrelatingtocurrentmanagementandleadershippracticesinlibraryandinformationservices.AndIamparticularlyhonoredthatknowledgeservicesasaleadershipandmanagementpracticeforanyorganizationisacknowledgedinthisfineseries.

IfyouareinterestedinlearningmoreaboutKnowledgeServices(orreadingaboutmyothertitles,includingBeyondDegrees),myauthorpageatAmazonis:amazon.com/author/guystclair.Orforthistitle,seetheContentspagebelow.

SMR-Knowledge.com10ParkAvenue#4-FNewYorkNY10016USA+19177971500BuildingtheKnowledgeCulture

KnowledgeServices—AStrategicFrameworkforthe21stCenturyOrganizationContents

Foreword(ElizabethHaasEdersheim,NewYorkConsultingPartnership,authorofTheDefinitiveDruckerandMcKinsey’sMarvinBowers,andLecturer,ConsultingStrategiesProgram,NewYorkUniversity)

Preface:EnablingtheKnowledge-SharingCulture

Acknowledgements

1BuildingtheKnowledgeCulture

1.1TheKM/KnowledgeServicesContinuum

1.2ManagementandKnowledgeServices

1.3LeadershipandKnowledgeLeadership

1.4TheKnowledgeStrategist

1.5TheOrganizationasaKnowledgeCulture

2AppliedKnowledgeServices

2.1CollaborationintheWorkplace

2.2CriticalSuccessFactors:TheKnowledgeServicesAudit

2.3MeasuresandMetricsforKnowledgeServices

2.4TheKnowledgeServicesStrategicFramework:ARecommendedStrategy(“AStrategyforaStrategy”)

2.5KnowledgeServicesinContext:EnterpriseContentManagement(ECM)andKnowledgeAssetManagement (withBarrieM.Schessler)

3TheWayForward

3.1ChangeManagementandChangeImplementation:TheFundamentalKnowledgeServicesCompetency (withDaleR.Stanley)

3.2KnowledgeStrategisttoKnowledgeThoughtLeader

Epilogue:KnowledgeServices.TheCriticalManagementDisciplineforthe21stCenturyOrganization

WorksCited

Index

AboutGuySt.Clair

GuySt.Clair’sprofessionalspecialtyisknowledgeservices,themanagementmethodologythatconvergesinformationmanagement(includingtechnologymanagement),knowledgemanagement(KM),andstrategiclearningforcross-functionalbusinessandorganizationalsuccess.HeisPresidentandConsultingSpecialistforKnowledgeServicesforSMRInternational,amanagementconsultingpracticeinNewYorkCity.

Recognizedasaknowledgeservices“evangelist,”St.Clairhasmorethan30years’experienceasaconsultant,advisor,andteacher,sharinghisexpertiseandknowledgewithawidevarietyofglobalbusinessandacademiccommunitiesandorganizations.AtColumbiaUniversityintheCityofNewYorksince2010,heteaches“ManagingInformationandKnowledge:AppliedKnowledgeServices”intheSchoolofProfessionalStudies’BusinessCertificationandPost-BaccalaureatePrograms.St.ClairalsoguestlecturesforNewYorkUniversity’sConsultingStrategiesprogramandfrequentlyconductswebinarsandin-houseseminarsaboutknowledgeservicesforSMRInternational’sclientorganizations.