Consultant Vincent Drost introduces himselfVincent Drost worked at the re-integration company AGENS for seven years. Within this fast-growing company in a dynamic market he focused on knowledge management in the broadest sense. He has experience in coaching, promoting expertise, formulating knowledge strategy and setting up an expertise centre. With his educational background (HHS and Labour and Organization Psychology) he is able to make the link between economic interests, strategy and knowledge management.
Vincent is convinced that knowledge and ability in the field are invaluable. In his view involving professionals in the organization of activities and services that meet the needs of the field is crucial. The art of knowledge management is to make and retain the connection between the strategy of the organization and the needs of the staff.
The benefit of knowledge management, according to Vincent, is that by sharing experiences and knowledge there's no need to constantly 'reinvent the wheel'. Work is done more efficiently and effectively: together you’re stronger. |
- Number 1: Excel in Learning (Dutch)
12 Years of General Electric against the background of the INK model, F. Stevens, R. Bering, K. Stevens, Kluwer, 2000.
This story about General Electric is a management version of the fairy tale of the ugly duckling. Fairy tales contain both a message and a comment on real life. This fairy tale is about the change of General Electric from a cumbersome, bureaucratic and hierarchical industrial company into an elegant and flexible organization with a wide range of products and services. It seems a fairy tale because the story of General Electric shows how the impossible becomes possible if you really want it. Success is then not only measured by the soft criterion of satisfaction. The message, in short, is that even for a large, global organization it is possible to pay attention to the welfare of staff and clients, but also to the hard criteria such as turnover and market position.
- Number 2: Sharing knowledge in practice (Dutch)
Collecting, exchanging and developing IT knowledge, Huysman M., Wit D. de, Van Gorcum, 2000..
'Sharing knowledge in practice' is intended for various groups of managers. It still appears that in many companies HRM managers and IT managers talk little to one another regarding complex subjects such as sharing knowledge. And yet they can learn a lot from one another when it comes to technology on the one hand and motivation of staff on the other. This book bridges the gap between both groups of managers. An important target group is also the general management. They can see how other companies deal with sharing knowledge. For this reason practice forms a central theme. It helps general managers to form their ideas and those responsible for knowledge sharing and knowledge initiatives to ask the right questions.
- Number 3: The innovative power of ideas
Getz I., Robinson A., Kluwer, 2004.
For numerous business processes the best experts of those processes are the front line staff. And yet the ideas that originate on the work floor are often not treated with the attention they deserve. As a result potentially successful possibilities for improving the quality or increasing efficiency are not used. This book explains how an ideas management system stimulates staff to put their ideas forward and encourages managers to take those ideas seriously and, if the ideas are suitable, to implement them. Based on case studies from eight European countries the authors show that a good IMS is crucial for long-lasting productivity, quality and growth. A good IMS is also the cornerstone of innovation management, as it leads to a greater number of more creative and innovative successful projects.
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