Published by:
Harvard Business Publishing
Length: 3 pages
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Abstract
The job of the Chief Learning Officer is a new position that has come into its own in American business during the last five years. The CLO governs the processes and structure by which organizations figure out effective knowledge sharing, both within the organization and with their clients. Successful knowledge managers must assess and govern their intellectual assets and identify gaps in thinking and processes, working to overcome any resistance to new knowledge. Unfortunately, a company''s success often serves to reinforce what it does best, providing a disincentive to acquire new knowledge. Knowledge management must be linked measurably to business fundamentals--to new business generation, increased productivity, lower costs, faster delivery times--to carry any weight.
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Abstract
The job of the Chief Learning Officer is a new position that has come into its own in American business during the last five years. The CLO governs the processes and structure by which organizations figure out effective knowledge sharing, both within the organization and with their clients. Successful knowledge managers must assess and govern their intellectual assets and identify gaps in thinking and processes, working to overcome any resistance to new knowledge. Unfortunately, a company''s success often serves to reinforce what it does best, providing a disincentive to acquire new knowledge. Knowledge management must be linked measurably to business fundamentals--to new business generation, increased productivity, lower costs, faster delivery times--to carry any weight.