Review more information about Knowledge Harvesting.

Media Room

This section includes papers and articles published in magazines, trade publications and academic journals. Here is a link to Conference Presentations.

Knowledge Harvesting During the Big Crew Change Chapter 8, "Knowledge Retention Strategies and Solutions"

Jay Liebowitz 2009
Jeffrey E. Stemke, Knowledge Strategist, Chevron Corporation and Larry Todd Wilson, Founder and President, Knowledge Harvesting Inc.

Many companies face a historical difficulty in their workforce age demographics. As increasing numbers of senior employees edge closer to retirement, new employees are recruited to fill their places. The loss of experienced personnel combined with the influx of young employees is creating unprecedented knowledge retention and transfer problems that threaten companies’ capabilities for operational excellence, growth, and innovation. We need to exploit practical, effective retention and transfer processes and tools to minimize business disruption and accelerate competency development.

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Passing on Know-How

HR Magazine, June 2008
Jean Thilmany.

Knowledge retention strategies can keep employees’ workplace-acquired wisdom from walking out the door when they retire.

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Knowledge Harvesting Translates Implicit Knowledge to Assets

By Vicki Powers, APQC
July 2007

Knowledge management typically focuses on tacit and explicit knowledge, which can be found in someone’s head or in printed materials. A third form of knowledge—implicit knowledge—refers to the middle ground of knowledge that can be captured and written down once people explore the full depth a vital process. “Knowledge harvesting” is the mature knowledge retention methodology that enables implicit knowledge to be articulated and turned into knowledge assets that help an organization improve.

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Assessing the Business Value of Knowledge Retention Projects: Results of Four Case Studies

2004 IFIP International conference on Decision Support Systems (DSS2004.)
Denise J. McManus, Larry Todd Wilson, Charles A. Snyder

Although the business value of Knowledge Management continues to be debated, it is evident that organizations need to manage their valuable corporate knowledge from a practical standpoint. Organizational resistance to KM efforts is attributed to the lack of evidence that KM implementations are effective and can be measured, resulting in a positive impact to the bottom line. The difficult question, however, remains of how to measure this valuable resource. Case studies are reported to show how one firm determined bottom-line value.

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Accelerating the Convergence of Nanotechnology, Biotechnology and Information Technology and Cognitive Science

National Science Foundation: Converging Technologies For Improving Human Performance,
pp.154-158 (June 2002),
Larry Todd Wilson

The goal is to focus on a single NBIC-oriented idea that, if actualized, would unleash massive capabilities for improving all varieties of human performances. The “single idea” is this: Minimize the limitations of a human’s ability to assimilate information.

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Gathering Knowledge While It's Ripe

Knowledge Management Magazine, April 2001.
Mary Eisenhart

It has become something of a cliche’ in the business theory, but that makes it no less true: a large portion of any company’s assets reside in the heads of its employees, and a key goal of any knowledge management program is to enable the company to make effective use of those assets.

How to Protect Knowledge From Walking out the Door: Guess what George is taking with him?

Workforce Magazine, 2000.
Pamela Holloway

The good news is you have a tremendous knowledge asset in George. The bad news is he’s opted for early retirement. And when George leaves, so does his knowledge.

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Exit Interviews - Part I and Part II - Interview Tips & Techniques.

How to leverage Exit Interviews for capture key knowledge: 2-part Workforce Magazine article, 2000..

Find out how to use exit interviews to collect information about what it really takes to do the work. Knowledge-focused exit interviews offer HR and line personal an opportunity to collect valuable information from exiting employees.

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Implicit Knowledge Management Research & Practice

(2008) 6, 23 – 25.
Carl Frappaolo

A fundamental to knowledge management is the codification of knowledge into two basic forms: explicit knowledge (i.e. easily codified and shared asynchronously) and tacit knowledge (e.g. experiential, intuitive and communicated most effectively in face-to-face encounters.) There is, however, a middle ground. With dedicated and focused efforts, some knowledge believed to be tacit can be transformed into explicit knowledge. This body of knowledge is the organization’s implicit knowledge.

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Chevron's Tracy Boval Moves On From Aviation Jet Fuel Report

September 2007

Acknowledging that this transition was indeed a challenge, Global Aviation management and I embarked on incorporating a process called Knowledge Harvesting(R). It is a unique methodology for communicating vital know-how that goes beyond the typical two-week transfer of files and issues.

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What Works: Acing the Exit Interview.

Paul Kaihla,
Business 2.0, May 2004

How to mine the data in your workers’ heads before the best ideas walk out the door.

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The Knowledge Management Imperative

2003. Denise J. McManus, Charles A. Snyder, Larry Todd Wilson

Retention of expertise of key personnel and improved interaction between technology, people and processes continue to drive investments in Knowledge Management (KM) initiatives. As organizations continue to be challenged by the dynamic nature of the competitive global marketplace, the necessity to outsource critical knowledge tasks, and manage rapid turnover of key personnel, it has become imperative that managers implement KM practices. An effective KM application for preserving knowledge within the firm is presented.

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After the Gold Rush: Harvesting Corporate Knowledge Resources

Intelligent KM feature, 2001.
Carl Frappaolo, Larry Todd Wilson

The value and leveragability of implicit knowledge is vast. However an organization must take several strategic steps in order to position implicit knowledge adequately. First, the sources and nature of the implicit bodies of knowledge must be identified and quantified. This is not an easy step. It demands a level of scrutiny beyond what is typically applied to identify tacit and explicit resources. Getting to implicit knowledge mandates taking a second look at all so-called tacit knowledge resources to determine whether that knowledge could be codified if it were subjected to some type of mining and translation process.

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Knowledge Management Technology Review

INSEAD CALT, 2001.
Larry Todd Wilson

Today, many organizations proclaim that they are knowledge-oriented or learning organizations. In these organizations, stakeholders often use technology to try to enhance their collective capability to capture, transform, organize and distribute information. What is happening with knowledge management and how does technology help organizations achieve KM-related goals?

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Creating a Knowledge Sharing Culture.

Knowledge Management Magazine. January 2000.
Pam Holloway.

Is sharing a natural act? Traditional thinking holds that knowledge sharing is not a natural act. Many KM initiatives focus on how best to cajole unwilling participants into providing information. Bot how would it change things if were to start from the premise that knowledge sharing really is a natural act?

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Implicit Knowledge Management: The New Frontier of Corporate Capability

1999. Larry Todd Wilson, Carl Frappaolo

Fundamental to origin of the knowledge management movement was the realization that knowledge existed in two basic forms: explicit knowledge and tacit knowledge. Pioneers in the industry have discovered there is a middle ground. With dedicated and focused efforts, some knowledge believed to be tacit can be transformed into explicit knowledge. This body of knowledge is the organization’s implicit knowledge

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Putting Quality in Knowledge Management: The Quality Professional’s Role in Corporate Memory Management

Quality Progress, January 1999.
Larry Todd Wilson

In the July 1996 issue of Quality Progress, the future of the Quality Professional was explored, nine critical trends for change were described, and statistics were related to help identify what direction the quality movement should take to insure its own survival in the age of the “knowledge worker.” Our purpose here is to consider the unfolding of some of those trends and to describe what we see as lines of continuity between the past role of the quality professional and the emerging requirements for knowledge management.

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Conference Presentations

Local Knowledge Harvesting: A Method for Leveraging Knowledge to Grow Economies in Under-Resourced Areas

2011 International Conference on Knowledge Economy (ICKE), 2nd International Conference on Knowledge Economy East London, Eastern Cape Province, Republic of South Africa 25 October 2011

Larry Todd Wilson, Helen L. Wilson

ICKE 2011 is about exploring the possibilities of leveraging knowledge to grow economies in under-resourced areas of the world. To “leverage knowledge” means to combine techniques, mechanisms, and methods to turn knowledge into wealth. This presentation and accompanying article describe:

  1. Why? Knowledge and Economic Growth,
  2. What? Tacit, Implicit, Explicit Knowledge,
  3. Who? Africa,
  4. With who? Investors,
  5. How? From Information to Investments.
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Moving from Concept to Smart Grid Infrastructure

Smart Electricity World Asia 2010, Technical Symposium – Building Smart Grid Architecture
April 6, 2010

Larry Todd Wilson

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Expert Knowledge Transfer: Solving Strategic Challenges, Setting the Stage for Next-Generation Management Systems

APQCʼs 14th Knowledge Management Conference

May 14-15, 2009 – Houston Larry Todd Wilson Jeff Stemke, Knowledge Strategist, Chevron

Chevronʼs Knowledge Transfer strategic initiative is minimizing business disruption and accelerating competency development during our “crew change”. It includes a simple process, a suite of knowledge transfer methods with selection criteria and a flexible deployment model.

One newer method – Knowledge Harvesting – draws out experts’ deep knowledge, creating a foundation for next-generation management systems. Looking beyond the boomers, this can lead to a reengineering of the social and procedural dynamics of entire teams.

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Building an Online Community of Practice

Society for Technical Communication 54th Annual Conference (Technical Communication Summit 2007) Sharing Corporate Knowledge Institute

May 16, 2007
Larry Todd Wilson

Online communities of practice link geographically and functionally diverse participants into cohesive knowledge teams. This session explores the concept of communities of practice through the lens of this conference’s Sharing Corporate Knowledge Institute Web site.Through it, this session demonstrates how technology can facilitate social knowledge networks, and raises the factors that drive the success of — or render useless — an online community of practice. This session also explains how to use the Web site to continue the conference learning experience after returning to the office.

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Strengthening and Accelerating the Delivery of Cyber Security Know-how

APQC’s Tenth Knowledge Management Conference, ST. Louis, MO.

May 6, 2005.
Larry Todd Wilson

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Building a Knowledge Reserve Larry Todd Wilson, Matt Loeb

Enterprise Learning and Knowledge Exchange Summit

March 13-15, 2002,
Marriott Rancho Las Palmas, Palm Springs, CA

A knowledge reserve is a repository of knowledge assets which are used to create “extraordinary learning experiences.” The purpose of a knowledge reserve is to deliberately manage organizational memory.

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Practical Aspects of Developing Knowledge Assets + How are knowledge assets created?

International Knowledge Management Summit, the Delphi Group. 31

March 1999. San Diego, CA.
Larry Todd Wilson

Putting Quality in Knowledge Management

Chemical Manufacturers Association, 15 March 1999. Washington, DC.

Larry Todd Wilson, Mark S. Koskiniemi

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Moving Forward with Interoperability

Smart Grid Interoperability Summit 2010
June 16, 2010

Larry Todd Wilson

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Conference Boardʼs Research Working Group -- Knowledge Transfer in a Digital World: Using New Media Across Generations and Geographies

Knowledge Transfer in a Digital World – Fundamentals
March 9, 2010

Larry Todd Wilson

Logic and reason guide us to understand the foundation of something before we build on it. For the most part, when it comes to adding social media to enable the knowledge transfer process, this makes a lot of sense. For most organizations, a solid grounding in both knowledge transfer and social media concepts and methods is necessary to truly exploit the integration of these powerful enablers.

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Knowledge Harvesting Competencies & Professionalism

2008 International Conference on Knowledge Management
October 23, 2008, Columbus, Ohio.
Larry Todd Wilson

Leveraging institutional or business knowledge is near the top of the knowledge management agenda. The baby boomers’ exodus has accentuated the need to carry out selective knowledge harvesting. In particular, there is high demand for individuals who can engage subject matter experts and draw out deep technical and managerial insights.

This practitioner’s presentation will describe the knowledge, skills, and aptitudes necessary for identifying, capturing, and transferring vital knowledge.

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What is Knowledge Harvesting?

Society for Technical Communication 54th Annual Conference (Technical Communication Summit 2007) Sharing Corporate Knowledge Institute

May 15, 2007
Larry Todd Wilson

This session presents a proven methodology for rapidly converting expertise into knowledge assets that can dramatically improve corporate performance, competitiveness and valuation. We explore the relationship between knowledge harvesting, knowledge retention, and knowledge management; why knowledge harvesting works and its value proposition; stages, tasks, challenges, and milestones of codifying experts’ know-how; the nature of expertise and how it translates into perceptible knowledge that can be captured; and, a direct comparison of knowledge harvesting tasks and technical writing tasks.

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Harvesting eProcess Know-how

APQC’s Tenth Knowledge Management Conference, ST. Louis, MO.

May 6, 2005.
Larry Todd Wilson

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How to Capture, Package and Deploy Tacit Knowledge in Your Organization.

Scottsdale, Arizona. Braintrust 2000.

Pamela Holloway

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A Roadmap for the Convergence of Human Resource Management & Knowledge Management

Bridgeman Institute Conference: 10 March 1999. Orlando, Florida.

Larry Todd Wilson, Mark Koskiniemi

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Knowledge Harvesting & Knowledge Assets. Intellectual Capital Management Group Meeting

Stockholm & Helsinki, Skandia Future Center: Voxholm. 26 June 1998.

Larry Todd Wilson, Mark Koskiniemi

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