Once an organization has determined the ultimate objectives of its knowledge management (KM) program, it should let those objectives steer the design of its knowledge-sharing and collaboration initiatives.

APQC recommends that organizations design their knowledge management (KM) approaches to reflect their internal structures, technical disciplines, and/or project management capabilities.

According to APQC’s Collaborative Benchmarking research, best-practice organizations build strong business cases for their knowledge management (KM) programs.

Smart phones and tablet computers are becoming the principal digital tools of our generation. But how do these technologies affect the way we document and transfer knowledge inside organizations?

This presentation was delivered at the Knowledge Transfer Session that concluded APQC’s Collaborative Benchmarking study Retaining Today’s Knowledge for Tomorrow’s Work Force .

In 2007, APQC conducted a Collaborative Benchmarking study to understand how top organizations identify, document, and share critical knowledge.

To develop a successful knowledge management strategy, an organization must determine what knowledge is essential to its mission and operations.

Michelin was among the best-practice organizations studied as part of APQC’s Collaborative Benchmarking study Retaining Today's Knowledge for Tomorrow's Work Force .

National Aeronautics and Space Administration (NASA) was among the best-practice organizations studied as part of APQC’s Collaborative Benchmarking study Retaining Today's Knowledge for Tomorrow's Work Force . ...

Fluor Corporation was among the best-practice organizations studied as part of APQC’s Collaborative Benchmarking study Retaining Today's Knowledge for Tomorrow's Work Force .