Inside Knowledge - Comment: Knowledge Capture? Jam tomorrow. September 2010
Inside Knowledge - Comment: Putting your money where your mouth is. July 2010
Inside Knowledge - Comment: Supply and Demand. June 2010
Inside Knowledge - Comment: Flower Power. May 2010
Inside Knowledge - Comment: Knowledge Trumps. April 2010
Inside Knowledge - Comment: Snow business. February 2010
Inside Knowledge - "Read all about it" NHS Knowledge Capture with "knewspapers" November 2009
Case Study - A practical approach to learning and capturing knowledge at Nationwide.
Inside Knowledge Volume 10 issue 8 May '07
Using Social Technologies to aid communities. KM Review Vol 10 issue 1 April '07
Cover Story - Knowledge Audit. Inside Knowledge Volume 10 issue 4 January '07
Avoiding the typical barriers to effective KM: KM Review Vol 9 September '06
Case Study: NHS Institute for Innovation and Improvement Inside Knowledge Volume 9 issue 9 June '06
Update magazine: Are you stuck in First Generation mode? April '06 Available on-line
Masterclass - Capturing Knowledge" Inside Knowledge Vol 8 Issue7 May '05
Case study - Centrica: Working with multiple intelligences to engage senior executives in the knowledge-sharing process Inside Knowledge Vol 8 Issue 5 February '05
"Inside Knowledge": Profile. Inside Knowledge Vol 8 Issue 4 January '05 Available on-line.
Learning After Doing - Using the retrospect process to" harness knowledge" KM Magazine Vol 5 Issue 2 September '01
Learning whilst Doing - The after action review process" KM Magazine: Vol 5 Issue 1, August '01
"Embedding KM into Business Processes: Turning Performance Gaps into KM Opportunities" KM Review Vol 4 Issue 3 July '01
Learning Before Doing - BP's Peer Assist process" KM Magazine: Vol 4 Issue 10, July '01:
"Embedding KM into Business Processes: Achieving Unconscious Competence" KM Review Vol 4 Issue 2 May/June '01
"Making Connections" International Association for HR Information Management Journal: March '00
"Ideas@Work: Connecting the New Organisation" Strategic Communication Management Vol 3 April '99
"BP Amoco's Knowledge Repository - Connecting the new organisation" KM Review Issue 7 March/April '99
"Greater than the sum of its parts: Knowledge Management in British Petroleum" Knowledge Management August '97 Vol 1, Issue 1
"There are very few books written by actual practitioners, and this is one of them. A fine place to start one's KM education"
"Collison and Parcell compellingly demonstrate how the combination of sharing behaviours, smart processes and enabling technology have made BP a world leader in knowledge management."
Steve Ballmer, President and Chief Executive Officer, Microsoft
"Chris Collison and Geoff Parcell show how new ideas and tools are making working and learning inseparable in one of the world's most innovative large companies."
Peter Senge, Senior Lecturer, MIT
This best-selling KM fieldbook has now sold in excess of 20,000 copies worldwide, and has been translated into Russian, Spanish, Czech, Thai, Slovenian and Chinese.
Originally based on BP's pioneering KM work; "Learning to Fly" was recently re-written in 2004 to include stories from ten new organisations, ranging from De Beers' diamond mines to a primary school in New South Wales.
Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations. 2001, 2004. Capstone Publishing
No More Consultants. We know more than we think. October 2009, Wiley
We have all smiled at the apocryphal tale of the consultant who borrows your watch to tell you the time, and then walks off with your watch! Deep down, we all know that there is an element of truth in the story.If we only recognised and released the capabilities which we had on the inside, our organisations could be so much more efficient, effective and purposeful with the money they spend on consultants.
No More Consultants provides readers with everything they needed to tap into those capabilities. Using the tools and techniques in this book, readers will be able to drill deep inside their organizations to realise the value of their existing knowledge. Employees will feel valued and listened-to, and investment on consultants can be reduced or redirected to the places where there is a genuine need to build new capability.
"Look, of course we need outside input, if not we might as well be staring at our bellybuttons. The point that is being made in No More Consultants is that companies
spend pennies in mining their own internal knowledge and expertise compared to the multi-millions spent on going outside first! How does that make any sense or cents?"
Jon Theuerkauf, Managing Director, Credit Suisse