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CKM
and PKM Counseling
As founder and chief executive of the Association of Knowledgework (AOK), Jerry Ash is counselor to more than 3,000 knowledge professionals in more than 100 countries. This network represents a broad cross section of world enterprise ranging from Fortune 500 companies to small businesses and not-for-profit organizations. Together, they represent every conceivable job title from the board room to the mail room. Together they learn and apply lessons learned in Jerry Ash's workshop. As host of AOK's highly acclaimed STAR Series Dialogues, Jerry Ash is the product of intimate collaborative thinking and knowledge exchange with and among dozens of the world's leading thought leaders as well as countless frontline knowledge practitioners. The result of spending three years in the center of the "knowledge buzz" is a counselor who has absorbed the depth and breadth of the intellectual wealth of a broad cross-section of "thinkers and doers." From that fantastic resource, Jerry Ash has built an approach to the nurturing of knowledge that is neither theoretical nor academic. His approach is practical and it is his own. Jerry Ash has the ability to translate the complexity of knowledge work into the simplicity of frontline practice. His approach is a blend of Corporate Knowledge Management (CKM) and Personal Knowledge Management (PKM) -- one part each. In a nutshell, it comes down to "the way we work" and that depends equally on the savvy and synergy of management and people. It is this blended approach that sets Jerry Ash apart and leads to sense-making and focus on the critical and mutual success factors of organizations and the individuals who drive them. His book, Next Generation Knowledge Management, is the press; it was published by the Ark Group which produces Inside Knowledge magazine for which Jerry writes monthly. The basis of Jerry Ash's view is that management's role is to create an environment in which people can better manage their own knowledge. Unlike hard capital, intellectual capital is largely an intangible resource locked in the minds of people, not in the company safe; and, the decision to use it is in the hands of those who make hundreds of on-the-spot personal and business decisions every day. Management's facilitation of knowledge work, however, cannot succeed unless individuals have an understanding of the real value to themselves and the organization and a passion for personal initiative and innovative thinking. A knowledge-driven organization depends on knowledge-driven individuals who have a personal sense of their own value and an understanding of how to leverage what they know.
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