Tacit knowledge, 187
Talent, 196, 197
Team rooms, 247
Teams:
learning opportunities, 118–19, 120–1
cross-boundary team working, 120–1
team meetings, 118–19
structures, 71–2
Technology, 238–57
changes, 6–7, 124–5
connecting a mobile and global workforce, 247–8
locating and connecting people, 248–50
practitioner tips, 241–7
adaptation of existing systems to provide JIT knowledge, 245
address a real need, 246
information management, 242–3
information value, 241–2
integration with existing systems, 247
learn from other people’s mistakes, 246–7
pilot new systems, 246
simplicity, 244
time allocation to knowledge management, 244
tools and training, 244–5
Training and development, 100–1, 115–17, 118, 176–7
coaching culture, 126–7
KPMG case study, 131–2
knowledge management tools, 244–5
See also Learning
Transition model, 211, 212
Transitioning, 114
Trust, 44, 62