Why do all the great knowledge KM programs fail? These world-class programs, with demonstrated results, seem to flourish for a while, and even receive some international recognition, but then something happens, and the program is sidelined or downsized or undermined in some indirect fashion. Why do intelligent managers act in this unintelligent way? Why don't they recognize that knowledge is the very lifeblood of their organizations' future? Steve Denning draws on the findings from his new book, The Leader's Guide to Radical Management, and shows why managers act the way they do and what can be done about it.
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