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Re: CKO Reporting Structure


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Posted by Bruce Jones on August 07, 2001 at 14:27:58:

In Reply to: CKO Reporting Structure posted by Chandrasekar P on August 06, 2001 at 23:24:50:

Chandrasekar:

In my opinion the CKO should be an independent agent advising the CEO, Board members and ... if need be ... the stock holders.

My reasoning is this:

If the CKO answers to any one person or group than objectivity and inpartial assessment of project and community makeup are lost. That is not to say s/he is not responsive/responsible to the administration and other interested parties but neither is s/he controled by them.

With this sort of relationship the CKO and his representatives have the ability to mix with the employees as a co-worker not as a representative of administration. Also the CKO can attend all pertinent administrative and board meetings as an observer not as a participant. From these meetings s/he can know how best to use available knowledge resources and can make recomendatins about the makeup of workgroups.

As far as who hires and fires the CKO? The company or corporation has to decide the how of hiring and I feel the how of firing should be the same method.

Making the CIO the CKO or giving them the function as such .... The focus of the CIO is technology, upgrading, and troubleshooting software and the technology behind that software along with its impact on business outcomes. The focus of a CKO should be determining the knowledge of the company, corporation, or workgroup - in all its forms -- and the how of exploitation of that knowledge to impact business outcomes.


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