Managing the Knowledge Workforce by Jonathan B. Spira
Product Description
EDITORIAL REVIEWS
"As one of the industry's top analysts for more than two decades,Jonathan Spira is uniquely qualified to tackle this, the most difficult challenge facing business today: blending increasingly sophisticated technology with an organization's most valuable asset - its people. Managing the Knowledge Workforce is, quite simply, the right book at the right timeby the right author." Hugh McKellar, Editor-in-Chief, KMWorld Magazine
"Let's face it--turning on technology is easy, turning on the knowledge worker is not. Jonathan Spira brings a lot of wisdom to close this gap as the CIO role transforms from delivering information and technology to one of a business leader who creates value from such investments." Sandeep Manchanda, CIO, Marsh & McLennan Cos.
"Jonathan Spira is a trusted expert on the challenges of building knowledge-sharing cultures in today’s competitive enterprises. Managing the Knowledge Workforce' provides informative examples and case studies that will provide C-level executives with valuable insight into the best way to build a collaborative business environment in their organization." Clare Hart, CEO, Factiva
ABOUT MANAGING THE KNOWLEDGE WORKFORCE The knowledge workforce today is the lynchpin to an organization’s success, as the world morphs into a knowledge economy. This change represents a significant challenge to managers, who are accustomed to managing workers in more traditional roles. Knowledge work represents a very different economic model. The minimum cost of tools and technologies that supports these workers, estimated to be between $5,000 and $10,000 per employee per year, is growing steadily, yet most companies have failed to recognize the changes they need to make in how they conduct business and manage their workforce. Instead, companies need to look for ways in which they can view and manage their human resources as a pool of intellectual capital – raw material for the knowledge economy. Knowledge workers spend 15 percent of their time each day searching, and 50 percent of these searches fail – at an annual cost of $6,000 per worker. In addition, companies have yet to recognize the high cost of ‘lag time,’ the unproductive time that represents 90 percent of overall knowledge processes which exists because companies continue to provide their knowledge workers with outmoded tools. In aggregate, lag time cost the corporate world ca. $25 billion in 2004 and will increase by 15 percent in 2005.
"As one of the industry's top analysts for more than two decades,Jonathan Spira is uniquely qualified to tackle this, the most difficult challenge facing business today: blending increasingly sophisticated technology with an organization's most valuable asset - its people. Managing the Knowledge Workforce is, quite simply, the right book at the right timeby the right author." Hugh McKellar, Editor-in-Chief, KMWorld Magazine
"Let's face it--turning on technology is easy, turning on the knowledge worker is not. Jonathan Spira brings a lot of wisdom to close this gap as the CIO role transforms from delivering information and technology to one of a business leader who creates value from such investments." Sandeep Manchanda, CIO, Marsh & McLennan Cos.
"Jonathan Spira is a trusted expert on the challenges of building knowledge-sharing cultures in today’s competitive enterprises. Managing the Knowledge Workforce' provides informative examples and case studies that will provide C-level executives with valuable insight into the best way to build a collaborative business environment in their organization." Clare Hart, CEO, Factiva
ABOUT MANAGING THE KNOWLEDGE WORKFORCE The knowledge workforce today is the lynchpin to an organization’s success, as the world morphs into a knowledge economy. This change represents a significant challenge to managers, who are accustomed to managing workers in more traditional roles. Knowledge work represents a very different economic model. The minimum cost of tools and technologies that supports these workers, estimated to be between $5,000 and $10,000 per employee per year, is growing steadily, yet most companies have failed to recognize the changes they need to make in how they conduct business and manage their workforce. Instead, companies need to look for ways in which they can view and manage their human resources as a pool of intellectual capital – raw material for the knowledge economy. Knowledge workers spend 15 percent of their time each day searching, and 50 percent of these searches fail – at an annual cost of $6,000 per worker. In addition, companies have yet to recognize the high cost of ‘lag time,’ the unproductive time that represents 90 percent of overall knowledge processes which exists because companies continue to provide their knowledge workers with outmoded tools. In aggregate, lag time cost the corporate world ca. $25 billion in 2004 and will increase by 15 percent in 2005.
