Posted by Vaughn P Fox on August 13, 2001 at 19:25:37:

In Reply to: Knowledgeman 007 - License to overkill posted by Martyn R Jones on August 07, 2001 at 20:29:30:

Martyn,
Defining and understanding relationships was a key point made in the previous posting. With clearly defined relationships between the CEO, CFO, COO CIO and CKO there would be no perception by people forming that organization that the CKO is a “loose-cannon”. Most likely the CEO based on the CKO understanding the CEO’s intent and mode of operation will handpick the CKO. The role of the CKO is to promote unity of effort within the organization. Unity of effort is difficult to achieve when you place the CKO under the thumb of the CIO. That action limits the ability of all personnel to share information in a format promoting knowledge they need to succeed as an organizational entity. The functions performed by a useful CKO act as a bridge to strategic plans to business operational success. That linkage is only achieved if the CEO, COO, CFO and CIO are all moving forward in the same general direction. Another point made in the previous posting is that the CKO should be aware of functional needs and be technically savvy. In most organizations the CKO may be initially viewed as a threat by the CIO, COO and CFO, until the CKO gains their trust through demonstrated actions and issues promoting teamwork and willingness to share information in a format promoting knowledge they need to shape the future achieving desired results in an integrated manner. How can those actions be viewed as a “loose cannon?” Respectfully, Vaughn.

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Follow Ups:

• Re: Knowledgeman 007 - Are we writing about the same thing? Martyn R Jones 14:00:20 08/14/01 (2)
  • Correction ... 10788 Martyn R Jones 06:42:26 08/15/01 (0)
  • More over there ... on the other message 10788 Martyn R Jones 06:40:01 08/15/01 (0)

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