34 McGregor-MacDonald
Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written
programme manager’s job was to know and reinforce the relevant stories to share
with delegates and to be a central source of connection between delegates to
encourage the learning networks to continue.- KM projects require significant resources. Organizations looking to build KM as
an organizational capability need to expect it to take time. As this case demon-
strates, KM is evolving from a technology-based field to one of business efficiency
through the effective communication of common key messages. After working on
the sustainability and KM for this single learning event for two years, this company
has introduced a number of tools and processes that have impacted success. There
is still, however, much to do to achieve behavioral change in managers across the
business as a result of the learning event.
This document is the proprietary information of Marsh Ltd., and may not be copied
in part or in whole, or reproduced in any form without the permission of Marsh Ltd.
REFERENCES
Georgenson, D.L. (1982). The problem of transfer calls for partnership. Training and
Development Journal, 36(10), 75-78.
Kaplan, R., & Norton, D. (1992). The Balanced Scorecard—Measures that drive perfor-
mance. Harvard Business Review, 70(1), 71-79.
Newman, B. (1991). From the introduction to “An open discussion of knowledge
management.” Retrieved from http://www.km-forum.org/what_is.htm
Nixon, N.M. (2000). Common knowledge: How companies thrive by sharing what they
know. Boston: Harvard Business School Press.ENDNOTES
(^1) Kaplan & Norton (1992).
(^2) The programme is just one aspect of the effort to increase organisational capability
and capacity.
(^3) Unilever, USA – “APT (^2) is Unilever’s expression of its learning organisation. The
company uses APT^2 to educate employees on the difference between ‘training’ and
‘learning,’ promote the many forms of learning outside the classroom, and actively
engage its workforce in recycling knowledge for sustained competitive advan-
tage.”—Karen Pacent, Unilever