Opinion What Is a Chief Knowledge Officer?

Michael J. Earl • Ian A. Scott

Many ambiguities characterize tbe new corporate role nfCKO and knowledge management in general.

Michael J. Earl is professor nl In many kiii^c (n;u:ini/Liii(nis, :inj sonic I. Knowletlge totla\ is a nece,ss;iry Ltntl mtormalion management and sniail ones, a new corporate exctuiiw i.s su.stainable source of c()ni|-}i.'titi\ e ad\an- difectDr of the Centre for IIK' chief kiiowlecl.^L' offkvr. tage. In an era charatteri/etl In rapid Research in Information cs arc crealing the po.sition to ini- change anti unceriainty. it i,s claiinetl that Management, London tiate. tlri\e, lintl coordinate knowietl^iiL' sLiccesski! conipanies are iliose ihat con- Business School. Ian A. Scot' inana,t^cmeiU [iro^yranis. We \\AW .stiitlieel sistently treate lU'w knowledge, tlissenii- is a visiting research fellow twenty cliiel knowletlge olTicers (CKOs) in nate it through llie organization, and at the Centre. \onh ,'\nierica antl [-Airope both to iindei- enibotly it in technologies, protkitis, and stand their roles and to t-ain in.-^iijht on seiAice.s.' Intleetf several sectors — for u\-ol\in,n of knowledge knowletlge as their printipal way lo cre- management cioe.s not yet exist, akhough alf value, Tluis knowletlge is tiisjilacing perspectives on knnwIeLlge Lihountl, Most cajiiial. natural resources, antl lahor as the of ihe CKOs we .studietl ha\e liule time basit' economic resouitt-.- for sucli conceptiiaii/ation. hLii they agree on three [:)t)ints. 1. There is general recognition thai com-

Slaan M Eail • Scot! Wmlei \ panies arc not gooti at managing knowletlge. Thev ing such iniiiati\es who v\ill feel ihal they aie. in may untiervalue the trcatit)n and capture of knowl- etfect. (,:K()S. However, they have different titles, edge, they may lose or give awa\' wliat they possess, such as tlircctor of Intellectual capital or vice presi- they may deter or inhiliit knowledge sharing, antl dent of organizational learning. tiiev' mav uiitlerinvest in Ixiih using antl reusing the knowledge they have. Above all. perhaps, they may The much ct)nimoner and well-established role t)f nol know what they know. This is probably true ol chief inft)rmati()n ofhccr. or CIO. although sometimes explicit or articulated knowledge: that which can be thought to be similar to that of CKO, is titiile differ- expressed in vvortls antl numbers antl can be easily t'nt. CIOs ha\e tlistinet responsibilities — !'!' strategy. comnuinitaied and shared in liard form, as scientific IT operations, and managing the IT tunction — antl 30 fonnuias. cotiified prt>cedures, or universal principles. so far have not formally taken on the lull range of It is untloubtetlly iruc of tLicii (M- Linarticulateel knowl- knov\letlge management acti\'ities, Where a CKO edge: that whith is more personal, experiential, ctm- exists, there is also likely to be a CIO, but the ctirol- text six'cific, anti iiarti to foiuiaiizc: is tiifficuit tt> lary is not true. communicate or share vvitii otiiers: and Is generaiiy in tiie iieatis of indivitUiais anti leams.' •fht)se "thief knovvietlge of fit ers" v\e siuelietl are senior corfiorate executix'es with knov\letige" in their 3. Recognizing liie potentiai oi' knowletlge in vaiue lilies. In other wt^rds. we could assume that they hatl creatitin antl tiie failure lo iuiiy expioit it, some cor- been a[)[")ointed specificallv' to orthestrate a knowl- poraiions iuive emiiarkcti on knowietigc management etlge management [")rogi"ani. They are all first incum- |->rt)graiiis, liiese are expiicil attempts to manage bents in tlie role, most having heen in office less knowictige as a resource, in parlicuiai:' than two years. We studietl them using semistruc- • Designing anti instaiiing techni(|ucs anti |")rocesses lured face-to-face interviews jilus a personality as.se.ss- to treale, proteti, antl use knt>wn knowictige, ment t|uestionnaiiv. Subsequently, we conducted two workshops with st>me of the panicipanis to compare • Designing and creating env irontiients anci activities our results with iheir ct>llecli\e experiences. to tiiscover and release knowletige tiiai is not known. • Articuiating liie purpose Lintl nature ot managing knovviedge as a resource antl embodying it in other Other than for reasons of curiosity, vvliy study chief initiatives antl programs. knt^wledge officers? Fight jiractical t|uestit)ns stand oul: These three attivities neetl not be solely, or even mainlv. iniraorganizational. To he sLU"e. there is usual- 1. What do CKOs do? (What activities and intencn- iv poieniiai for improving knovviedge capaiiiiitics. tions have tht'V' been engaged in so tar?) hoiii within and iictween units of an (^-ganization. 2. Is there a model CKO? (What ca)Xibilities and foni- hut cMcinai t)r interorganizationai jiossiiiilities may pclentie.s tio they iet|uiie?) iie at ieast as attrat tive anti ultimatei\- more imptir- 3. How tloes a CKO tliffer from a CIO? (Could one tani. Tiiesc include, for exampie, mutuai sharing of peison take on both roles?) knowletige witli partners, allies, intermetiiaries, sup- -i. Is ihere a typical CKO [irofile or jieisonLility? (It I. I'iiers. antl tustomers. [uiuaily. jirotctting externai as a CHO. vvanletl to aj^point a <,;KO. how woultl I ieakage tjf st)nie know iecige can hv a \ itai concern lo select one?) companies ihat have focu.sed on inleiicctual capitai T. What resourtcs antl su|ipori tloe.s a CKO ret|uiru? t' ii-inaiion. (,'\m 1. as a C^liO, signing a blank tlieck'-') (). What are the early le.sstHis of experience? (Are Curreni mtnements sLicii as intelieciuai assel (or capi- there any emerging "'critical success factors'" for tal) management antl organizaiionai inteliigence arc C;KOS?) tlosei\- iciateti tt> knov\ietige maiiagemenl. 'iogeliier ~. Ts the role of CKO likely to endiire? (Is it a lempo- witli oliier reiated iiieme,s .sucii as tirganizalional rary role or a shori-term tad?) icarning and inibrmalion management, thev may iie 8. Does knowledge management ret|uirL- a CKO? (Is tonteptualizeti or [iracticeti tliticrentiy trom liie appointing a CKO ihe wrong place to start?) emerging praxis t>f know ietlge miinagemenl or. in somv ca.ses, tiicy may ix- much the same. Ct>ii- .Although, nol surprisingly, we touiui tliltercnces in setjucntly, there arc some ct»rpt>rate executives ieati- wliLil CKOs tliti in their iiartit iilar organizatit)ns, we

Ffirl Sloan Maoagemeiil Beview Winter 1999 only the contept ot knowletlge managemeni bui also CEOs have appointed CKOs more through ht)v\ lo sell it lo iiotii corporate anti iine ot kxai nianagemeni. in partituiar, CKOs iiave i'ounti (iiey intuition and instinct than through neeti to engage senior executives one on one lo analysis or strategic logic. Lintiersianti [lossliiir intiiv iciuai or lotai knowietige gajis or opportunilics anti lo iiiiiiate t u.siomizeti knov\iet!ge management firolt-cls. As one C^KO ex- tountt a remaikaiiie siniiiarily in liieir [icrsonai |>ro- piaineti. 'rniess I tan [lersuatic peopie tiiat knowi- liles antl in their exjiericntfs to tlatc.' (Iiiet knovvT etige nianageiucnt is nol just tor liic benefil ot otiier etige othtfr" is an Linusual aiici arifsiing title: as one peopie. I iiavt-n't got mucil iiope oi |-)ersuatiing tiiem partitipant saiii: -I have the honor of having the most to ixiy into it. Tiiey iiave to i>eiicve there's somciiiing 31 prclcntioiis litle in tlic corporaUon," Our suitK sug- in it tor liiem and liiat i care aiiout thai as nun ii as gests tiiat CKOs are also unusuai antl arresiing people they tio. Otiierwise it just comes atross as tiie iatesi toini of tAiiitai manii")uiation.'

What Oo CKOs Oo? Tiieiftore. (;KOS spenti a iot ot lime Avaiking aiound 'iiie loic ol tile Ch.O is so immature tiiat there is no tiic organization." In partituiai. tlie\- inteiatt wiiii four ioi) spet ijitation- Different corporations are likeiy to types of managers fscc l-!i>iirc 11. Tiiey iook for tiio.se iiavf tiilferent cxp.'ttations oi' it. So CK< )s iiavt- iiati vviio are exciteti aiiout a partituiar knowletlge man- iirsi to v\-ork out ai agentia for tiieiiiseivt's. aiiti liiey agement itiea or [irojftt ,inti thus iiavf itientificti fommoniy reter to tiie rajiiti iearning involvfti. 'iiiis wiiere improvetiient is possiiiie anti are iikciy Io want is mainiy because their mission or mantiaie is not to !ry .sometiiing nvw. Tiiesc are tiieir knov\-|etige ciear. "Hveryiioti^' lere. me intiutieti. is on a \frtitai chtinifiidiis. Tiiey aiso seek to itientifv from liie iearning curvf ain ut knowietige management." senior executive tatire tiiose wiio are entiliiseti hy atimiiteti one CKO. Aimost invariaiiiy\ CKOs are knowietige management, itieniify witii tiie contt-pt. ,i|i[iointetl In liie Ci-O; one CKO .saiti, "Al tiie time. anti make [luiiiic staiemenis aiiout it, 'i'hese are a|i[ii>inting a Ci\O v\as mm ii more of a giit tt'ciing potentiai know ictigc .s/;o//.vo/\ w iio will invt-st in anti than anvtiiing eise " In tdher words. CI-;Os have support knowictigf management pi-ojeets. appoinleti CKOs more ihrougii intuition anti insiintt tiian tiirougii analysis or stralcgic iogit. Surprisingiv, scvt'ial (^KOs we stutiied aiso spent lime iticntitv ing e\c(.utivfs who are hostile to knowletlge Tile CKC^s we stutlieti ihus hatl lo t!iscovt-r and management antl or the appoinlment of a CKO. They t!f\elop the CI'O's implitit \ ision of how knowletlge sense ihat in a new antl as yt-t ill-tlefinetl corporate management wouki make a tlifteiente. On tiie one initiative esprciallv one with the Ci:Os personal (or iianti. lilt- (;iX)s \\:.-vc thinking iioitiiy: on the oiiier. itiiosyntialic 1 support, ihcre will be tioubters antl tiiey were tiol thinking in tietaii. Their goais, iiov\t'v- reat tionaries v\ ho must be tonvfiU'd lo ihe taiise or er. were lairiy ciear, irsuaiiy foncernetl v\itii corrett- ing one or more ot tiiesc pertcivfti corpoialc tieti- Figure 1 ciencics: The CKOs Network • Inaiteniion lo liu' exjiiitii or formal management oi' knowictige in ongoing operations. • I'aiitnt- (o ievcraL^c liic iiititien value of coiporate Knowtedge Knowtedge Ctiampions Sponsors knov\letlge in busine.ss tievt'io|>ment. • Inaiiiiity to iearn from past faiitires ami suttt'sses in strategic tlet ision making. • \ol cifaiing value oi- "making money" hom knowletige embetitlctl in protiucts or helti iiy cmpioyees.

So tile primary task of a i'irst-generaiion CKO is to Knowledge Knowledge artitulafe a knowietige managemeni program, iiiis is Partners Skeptics a iv\'otoitl task liiat involvt-s evangeiizing tiie naiiire anti vaiue potentiai of kntnvledge and selling nol

Stoitn Management Review Eaii • Scoti Winter 1999 avoidetl for now. These arc the knowletl^ê .•;L'c/)lics. edge managemeni practice, as a tonsullant or sy,s- i'inally, the CKO. once he or she has initiaietl a proj- lems analyst woultl. They then enlist the help of rele- ect of any subsiantf. will neetl allies in implemenla- vant partners. lion. lypitally. IS executives antl HK [irolessionals, fliese are ihe k\v>\\k\\'j,v /xirli/crs. C)ccasionally, hov\cvcr, CKOs arc tliemscKes sponsors. For example, they promote antl conti'Ltct- manage tlie construtiion of meeting, eating, antl rest- Corporatewide knowledge management ing places tt) encourage informal sticial interaction, reneciion, antl cliantt- cons'ersations. hi sotne organi- investments often need a high-level zari{.)ns, they LIIC the primary pronit)tcrs of intranets 32 and \-ideoconlerencing (and relatetl groupware) nonfunctional sponsor like the CKO. to fatilitaie enterprisew itie or team-basetl tomnumi- catitjn and knowledge sharing. And. in esjiecially Kately, iumever, dti these parttieis come from oul- knowlctlge-intensivc firms, stich as consnltancies. sitle the orjânization. For example, CKOs are skepii- financial servitcs. antl science-basetl manufacturers, cal aboui hov\ manaiêmeni consLiltants can help, they tliive initiative's to both measure antl protect feeling they are lower down the learning cune than intellettual capital. \n other wortis. t'orporatew itie them.seKes. One interviewee toniplained. 'The con- knowletlge management investments otlen need a sultants who havf vviikcn u)i lo knov\lctlge manage- high-level nonfunt tiona! sponsor iikc the (~KO. nit'nt as an oppoiiunily antl are petklling expcriise in this fieltl actually know less about it than we ti(^," The twt'nry CKOs we srudietl rt'tognize boih the In a similar vein. CKOs have soon ccmclutletl there explicit antl racit dimensions of knowletlge. They is little to be Icained Irom conferentes antl external belie\f thar eaiiy ojiportunities exist to adtlress antl contact, as ihc\ distovt-r thai knowledge extraction improve the capture, codifitation, storage, proteclit»n, is tnore common than knovvlctlge sharing! antl sharing tif explicit knowkxige and thai Ihis is tlie area with whicii potential champions antl sponsors A common word in the CKOs votabiilary is \leslgn.'" couinionly itlentify, llowfver. some believf tliai ihe C:KOS are designers of knowletlge direttories, most valuable antl unlappetl knovvk'tlge is tacit and knowletlge-basetl systems, knowictlge-iniensivf busi- are tontentraling on this area. In particular, tliey seek ness antl management processes, knowletlge ex- to encourage antl facilitate con\ersati(nis and unptan- change events, knowietlgf-sharing physicLiI sjiaces. netl or chantt- encounters. This is win tlesigning antl knowletlge protetiion policies. Mostly, their [lliysical meeting spates is on tlieir agentia. Tlie tiesigns are conce[">tual. In other vvortls. they work on .second Ix'.st intervention in the tacit area that t:KOs an idea with a thampion antl coniribuic tiesign sug- favor is V itleoconterenting. 'I'his augments the same gestions antl iniect thinking from emerging kiiowl- lime same place interaction ol toinersation v\itli same lime different place dialogue, yet retains both vt-rixil antl nonverbal messages. 2 Typical Knowledge Management Initiatives So. most CKOs initiate hotli social antl technological Investments investmenrs. One CKO tie.scrihetl knowietige man- Organizaiionai Technnlngicaf agement as "2(1 perceiil technology antl SO perceni Capabilities Exploraiion tultural diangc." CKOs are not ihereforc monothei.s- tic hut are eclectic change agents, (Kor a matrix of • Education and developiiiBnl • Direcloiies and tools their lypical knowledge niatiagetiicnt initiatives, sec • tvlanagemeni ptoresses • Group ware • Measiremem and protection • KnowledgG-bascd svsiems

Cnntaclivitv ConnectivJtv The Model CKO (.:KOS have iv\o |iriiitipal (iesign competent ies: they • t^/eeting spacRS • Videoconferencing are let hnologisis and cn\ ironmenialisis, Thty cncoiu"- • Evenis • Intranets age antl initiate imestnienis in information technol- • Comniunitifis ogy Lintl also in the sotial environment. They have to be Lible tt) manage bt)ih sorts of prt>jccts Iscc l-i^inv

Earl • ScDtl SiDan Managemenl Review Wintei 1999 .>>. A.s ;i lcch}i()l(>p,ist, IIK- ("'.KO has to undei.sianti antl business processes, such as new protluct de\el- whith iL'thnologiL"^ can conirihiitc lo capturing, .sior- opment or sales planning, often rctiiiires de\elo[^- in.u. uxplorini^. aiiLl. in [âriicular. .sliarinji kiKmictlgL'. ment ot a knowk-dge-sharing IT application, siah as SL-\cial ol IIK',S(.' aif cnicitîni; new irciinoloiîc.s. Tlui. grou|^ware to record ex|ierienLes and ideas or a data- tlic C;KC) ha.s 1(1 !x sLiiTicicnily informed about tctli- base to work Irom agreed on or continuously u[")i_lat- nology to f\alii:ilL' \\ hal work,s. tf) JLitli^c whun to <.'d know-how. aclocit :i ici.i!nol(\^.-. to appreciate the oppoiluniiiL-.s enahk-d. arui to a.s.se.s.s an\' tk-iiiandini; im|ilL-menla- In contrast, tin,' organizational domain aiul the man- tion i.s.sues. On sonic occasions, the CKO is the spon- agement oi tacit knowledge rec}uire much 'softer" sor ol the rr project and neaily always has to work competencies. Here, the CKOs studied stress their with the (^K) or A senior IS e\i_'cuti\i_'. Thus the CKC.) tiesign rok'. n:imcl\- the creation ol social emiron- 33 n(.'<.-tis the confidence lo have credible discussions metits that stimulate imd facilitate botli ariMnged and wilh technolot^y partners. AnK)ii^ ihe C^KOs we stiiLl- chance conversations or the de\'eiopment of e\ents ie(.l. this was more likeK" to come from past in\'oUe- and processes that encourage more tleliberate knowl- ment w iih IT projects than from formal IT edge creation and exchange. The CKO is tlierefoi'e also an (.'iii-iroi/nifuki/i,^/. whicli implies .se\enil things. It includes the design of s]")ace. such AS design- The CKOs studied stress their design ing ollice and relaxation areas or acc|iiiring anci fur- nishing retieats and leaining centers. "I spend 90 JXT- role, namely, the creation of social envi- ceni of my time creating markets for conversations." reflected one CKO. It includes bringing together com- ronments that stimulate and facilitate munities with common interests wiio rarely interact with each other. For example, all those in tliffeient both arranged and chance conversations. lunctions whf) sei'N'c key customers or ha\e information on them may be brought together or connected Such technology eipability is not optional: the CKOs in order to exchange kncmieclge (especially experi- we studied recot^nize that the\' cannot operate in ihe ence and gossip). orjâ 11 izational domain t)f knowledge management ak")ne. Indeetl. their first initiative is often based on !5eing an e!i\ ironmeiitalist also means radically rede- IT. such as crealing knowledge directories, develop- signing jierformance measLiremenl and executive ing knowledge-sh: ring groLipware, or bLiikling an appraisal sysiems to break down incenti\'es centered intranet. As one recently appointed CKO reported. on the incii\ idual. \-isibly enctjurage collecti\'e knowl- "We foLintl we desperate!)' needed an intranet lo get edge dev'elopment and sharing, discom-age people |ieople connettetl wher- And reengineering know ledge-intensi\e management imentation. More basically, being an environmentalist means connecting to any management education anci Figure 3 organizational de\"elopmeni initiatives that increa.se The Model CKO the emphasis on. and enhaine capacities tor. knov\l- edge creation. Kxamples include arranging for experience-sharing events and experience-shaping projects and assignments for fast-track managers, and instilling career de\-elopment programs with broad and deep knowledge acquisition.

Envifonmentalist Technologist Leading and Managing

Managing Tv\-o leadership qualities also are apparent in the CKOs we studied (see Figure JJ, All see themselves

Leading as builders, stalling a new acti\-it\'. capability, or function. So the CKO must be a self-starter v\'ho is excited by business development and by growing Consultant | something. The CKOs studied rectignize the personal risks involved in taking on a newly created position.

Sioan Management Review Scott Winlef 1999 ill pLirlicular. oni-' whose label inviies riilicule (LII- business uio(k'l :ind is tleai on the kincls 11| knowl- thougli mosl valued hav ing iuKiiiicdiic in iheir titles), eclge thai arc ix'levani ami will creak' value.' This ilovvevfr, all the ("KOs .^tudied si-em stimulaled by rellection reads like the kev compelence ol a lop llie risks. This spirii ol lu-wiiess. adventure, antl risk siraiegy i taking invites the label ot 'i'lilnpri'in'itr": it is one wilh which ihe C'KOs immetliately i The model CKO ilu'ietore needs mulli|ik' rompeten- t ii.'s. Mori' p.irlicularlv. tlu' model in l^igure ^ sug- .\ critical allribuk' oi sin h entre]")ivni.'ursliii') is bL'ing a gesi.s disiimt ditlerenti's trom oltier relaled lobs. The stratL'gisi who can grappk' wilh IIK' implications ot leading" axis ot entii'preiu'ur ,iiul lonsullani has ilii- using knowledgL- management as a tool tor corporate slrategit, ink'grLilionisi. and enk'rprisewiLle c|iialities 34 U'ansformation. To a ck-gree. the CKO is a visionaiy. of ihe ("1-"O. It also has ihe taiakving. selling, and able to see the big picture thiil IIK- ('!•() has in mind. implenu'iiliiig (|iKiliiies expetied ol the change ageni. but also able lo uanslate il inio action, to think ol new- The "managing" asis of mv ironmi'iiialist anit technol- ways of tioing ihiiigs and yet tocus on deliverable ogist has the softer, organi/aiional. LUUI proit-ss- ix'sulls. In shorl. ihe C^Kf)s we have niei ar^' driven by orii'iiii'tl [U'rspeciivf ot ilie human rL'soun'es .spi'{'ial- building something aiul seeing it ihrough. One (J\O ist. Il also has the leclinological. systems, and inlor- retieck-d that slie "wDuki liatL' to leave it undone." malional perspective ofthe tM(). tn .ill ilu'se respects, (.;KOS are ihus enlrepri.'nL'urs in.sitle organi/alions. the CKO is perhaps tleept-r than the ("I-O otk-n is i'\pet.k'tl to be aiul broaili'r than ihe CIO waills lo lu' or has ihe liiiu' lo bi'. The qualilii's re(|uiiL'd ot The CKO can operate only through ihe (!KO are an unusual and iierhajis tare mix.

influence, persuasion, and demonstration. What Is the Profile of a CKO? And he or she must he willing to let If voii are appointing a (T\O. how do vcu know one others take center stage and receive when vou see one?

the credit. As env ironmenialist Lind technologist, a CKO's oui- look or mindset needs lo be broad. C^KOs Lipiiointect to tiate come from a varii.'ly o| tiai kgrounds aiui IKIVL' However, vision and tlelerminalion are noi enough. oflen workecl in various roles, llu' prolessional batk- The C;KO is also a cdnsiillaiil. He or she has to bring grounds of thosL' we stutlied ratige Irom linance. ill ideas and seed ihem and listen to other people's legal, marketing. HK, anci IT ihrough journalism, aca- ideas LUid back (hem if (hey make S(.'nsi.' LIIUI tit the deme, aiul consulting lo ("IT) ot a small company knowledge vision. In olher woixis. wilhoul itieas and or a Inisiness unit. In getieral. CKOs are noi single projects, knowledge managenieni is likely to be little career-iratk people. One. lor example, has held jobs more ihan rhetoric. So, as in classical management in IT, process cliange consultancy, and organisational consulting, a valiKible skill is matching new ide;is wiih learning; another has bei'n a (.onsuilani. .icademic. iiianLigers" own busiin-ss needs aiul 1iuyi.'r vakn's." e'tlitor. and anlhropologist.

Managing rehiiionships i.s iheix'lore an iinfioriant 111 oihei' wdrds. tireadlh ol carec'r experience capabiliiy. The CKO can operate only ihrough influ- to be an advaniage. Almosi all ihe C^KOs we studied eiue. persuasion, and tiemonslralion. .And he or she are in their forties or eiirly fiflic-s; many are temale. musl be w illiiig to let others take center siagL' aiui \one are approLiching retirenieni. The ambiguilic's recL'ive tlu' tredii. ()nL' CKO described tiie rok' as of a new anel ill-tletineil coi|i()rak' role and ihe \'\vvi\ ••|he most intlueiicing job fve ever hatl." Al tliL- s.uiie lo be seen as important bv the iWO suggL'sl ihal an time, it is important to lu' abk- to read ihe company's execulive wlio has a visible and successful track appetite for change and a)"))")re<.-iat<.' how lo conncxi recorti of achievi'ineni bul who al.so has further togo to. aixl work along with, other change iniiiaiives. in ihe corpoialion is an ideal a[")[ioinimeni. One 0\0 said slu' is 'drivi^'n lo make a i_lilterenci.' in pertormaiue." but added that such goals aiv lo no The entrepretieurial and consulling tlimensions ot avail unle.ss tlie CKO "understands the organization's lieing a CKO suggest the importanci.' ot organizational

Eatl • Scalt Wintei 1999 repuiaiion and credibiliiy. The ("KOs studietl are esiab- al large, where ^ = average {,scc 7'ah/c I), The rela- lisheel iigures in their organizations: the avei'age length tively low score on emotionality indicates ihat CKOs of seivice with their current employer is nine vears. are more likeK' to be even-tempered, optimisiic. l.i'iigih ol expeiieiici' in ihe organization probLihlv lu'lps modetate. and more able lo deal wilh stress and sen- give credibiliiy lo ihe enlrepreneiirial and building sitive situations than average and are not likely to aspects ot ihe job. panicularly if there is a visible record ilvvt-ll on [iroblems in a ck-himenial vva\\ ot past success. Knowing the organization, its culiure, and ils kev' plavei>. ]irobably retuk'rs acceptability and The extroversion raiing indicales that (iKOs enjoy viekis atlvanlLiges n ihe consulting LUICI inllueiuing social gatherings, like to build close relationships aspects ofthe job. As one CKO ob.served. •'^bu ihen with others, are energelic and fit a lo| inio iheir lives, liavx' the contidemf thai you are bolh broad and ik\-p. seek excilenient. and are cheerful. The high ratings 35 ' been ihere and doni_' ihal." on o|X-nness suggest willingness to iry new ihings oi- different approaches. CKOs seem likely to be tolerant While ihe itteal resume for a <;KO seems lo i and cotisider issues (jn iheir owti terms ralher ihan lireatllh of career experience and familiarity with ihe adhering lo fixetl staiulards. Thev aie probably recep- organization, il is tlu- personaiiiies of ihe CKOs we live to theii' own and oilu-rs' teelings and enjoy studied that .siatui om. In inierviev\s, ihey bubbled abstract or imaginalive thinking. wilh itifectious enihusiasm for what they are trying to athievc-. they are both turious aboul knowlei_lge- relaled phenomena and rellective about their CKO CKOs need to be sociable and energetic experiences to tiale- They are higlilv molivated — "diiven" is the be.--i desciipiion — to ["jrov L' ihal yet tolerant and pragmatic. knowledge matiagement both is practicable and can inijirovf cor|">orate perlormance. (Jne CK(^ is almost The almosi average ratitig for agreeableness suggests altruistic in his zeil. AXiih the right mandale and the a |iropetisiiy lo vary behav ior lo meet the ck--iiiancis righl sui'jjiort. I c:;n make ihis a belter business. Lind ot a siiuation. They Irust othc-is luit also need to by making ii a beiier business. I can lu'lp make it ;i know oilu-rs' moiivx-s. Thi-\- are honest and consitler- lietter world. . . . My potential imjiaci is unlimited." ate oi othei's. with Lippropriale consideiaiioii of ihe •^'et the\' seem no' to mind v\ho takes the credit for needs of the indivitlual. CKOs seem iikely to be any ,sLictessi,'s. as long as ihe sin'cess is \isible ami coopetative in some circunistLinces antl competitive ean be attiibuletl Lit least in [lait lo llu- knowk-tlge in olhers. 'fhey are modesl. yet able lo [iromole their management [iroL,rani. own inieresis. atul synipatlic-iit. bul withoui lieing Uiken advantage ot. Personality Traits These [•)ersonat imptessions protiipicd us to adminis- CKOs also appear to be about average in cotiscietv ter a psychometrii; assessmeni of personality.' 't1ie tiousness. intlicating a balance between ihe tieetl tor protiles rellect "scores" in lelalinn lo ihe population control antl achievetnent and a more easy going hands-olT style. This allows for spontaneity, ability to Table 1 work v\ithin guidelines but also to ste[") outside the NEO Personality Diita gLiitlelincs v\heti tic-cessary. ;ind ambition and con- lenimetii wilh the stLitus quo. Average for Population Average at CKOs Studied 8t Large Theretore. poienlial CKOs need ihese personal (]uali- Emotionality 3.0 2.3 lies in atklitif)n lo cateer experience and familiarity LIIKI Extroversion 3.0 3.6 wilh the oiganization. (.^KOs neetl lo be sociable energetic yel tolerant antl pragmalic. They need to be Openness 3.0 4.2 goal-orienietl and interested in change, yet neither nan'e nor driven bv self-glorification. Tliey have a Agreeableness 3.0 2.9 mission bul are balancetl. When we analyze ihe aims ol knowledge managenieni atul the nature ot the Conscientiousness 3.0 3.3 etnetging (;KO role, these seem appropri-aie if. per- ha[is. iare (|ualities. Our destiiptive evitlence sug-

Sloan Management Review Earl • ScDtt Wintei 1999 ^ts that, to date. ClHOs have fully undeistood vv hal It is ihe t|ualily, iLiiher ihan (.|uaniiiy. ol i\-souict-s that is requirt-ci of a C'KO and have a|i|iuinieti ajiiirDpriLiie CKOs stress. As the firsl holtlers ofthe role. CKOs peopk*. have the luxury of iippointing their ov\n sialTs; ihey emphasi/e ihe imporiance and valut- of h.mcl-pieking iheir own teams. .Mosl of the CKOs stutlied stress IIK- What Support and Resources Does a team concept, tiot just because small .siaffs protnpt CKO Need? teamwoik. hut because there is an obvious neetl tor A CVX) or executive team neetis lo utuk-rstand the colletiivt- learning. Also. (;KOS lentl lo operate laiger level antl nature of re.sources tli;it a C:K() re<]uires to virtual leains tliat comprise peoj'jie who :ne secontleci (.lo his or her job. CutTently. CKOs' budgets and staffs to knowledge projecis but v\ho are siill owned" by 36 are nicKlest. althouj^h, iti the longer term, their expen- the sponsoring unil. diluTL-s may grow. High-level sponsorshi[i is essential. partly because the need for some slack resources is Perhaps the tnost importani "rt-soLirce" is CVO sup- becoming appatetit, poll antl sponsorship. This is not only betause CKOs believt- ihat such a new. pieicniious. antl ambiguous (Airrenl CKO budgets arc small for ihrec reasons: role lu-etls a rekilionship with the king antl a cham- pion line! sjionsor at the beginning." Il is betuuse First, iLleally. un\ knowletlge management projects or CKOs ha\e appointetl them, and witiioui subsetjuent investnietits Lire cotporalely frinded if entetprisewitle and visible support. Ihe (^KO bcfomes potentially vulner- locallv' fundei.! if at ihe busitiess uni( or individual level. able, n the C'l'O changes his mind. I'm tleatl." com- Thus, discrctionaiy funds for the CKO ate riecessaiA otilv' mented otie CK{.). Another has alreutl)' experienced for seeti projects, experimenls. sjx'cial stutlies. atul tievv ihis tisk. Her spon.sor. the CHO. was firetl. and the ick-as. One (]K(^ in our .satnple ielurni.'i.i lialC his Mist IIULI- leplact-nit-ni Cl'.O aborietl ihe knowk'tlgt- manage- gei once IK- iindersioiKl the scope ol v\hal he coukI ami menl program and eiiminLitt-tt the C.;K(.) posilion. could not tlo in his lirst year. There arc-, however, more subtle reasons tor CHO Second, tnost C;KOS have small staffs, usually Ix-- suppott. First, in such a highlv inlluenlial job. uip- tv\eeti three antl ivvflvc people only, often working level sponsorship helj:)s. "It was only teasible because as .specialist consultants. However, three of the everybod\- knew the CHO was behind me." eom- CKOs studietl have larger staffs betause ihev' have nientetl otie inlerv it-v\ee. St-conti. at least at (he cur- accjuiretl existing human resources. IT. or consulling it-nt stage oi" evolution, the C^KO neetis some organJ- units. Occasionally, the C^KO may have divisional /•.alioniil slack. All CKOs studied stress the ni.'ij<.\ for knowledge managers reporting lo him or her on a lime to ihink. tlream. talk, and seli. Tv\'o or three dotted-line basis. The (^KOs sUitliet! h;!\e no atnbi- yt-:irs into their jobs, they realize ihat they neetl mote \']<>n to create a ]-)ermanent lunction or capabilitv iinie ihan ihey tlrsi thought to j")romt>te antl embetl that ret|Liires ongoing maintenLince. Mosl C;KOS know letlgt- managetnetit, In addition, a ('KO Ix-neMts etivisage iheir role as fitiite. Any special knowletige if he ctr she has space antl o|i[ioiiunit\- just to iry management initiatives are iransiiory because the things, esjieeially in the dt-sign role. .'\nt! tht- C^KOs goal is to athieve embt-tkled knovvk-tlge capabili- sttitlietl now realize iliai some guaiantee ot muliivt-ar ties. funding is necessary to ensure ihal they can lake su(")- stantive initiatives anti see them iliroiigh. Third, at ihis siage. bolh bucigei and ^laff levels are hugely tletermined by the euneiii neetis and progress ofthe corporate knowietige matiagemeni progtam. What Are the Early Lessons Learned? FLIII mometitum is probably stiil distant. One CKO This issue of organizational slack is otie ol ivvo "frili- asketl. "W this stage, vvha! woultl I tlo vviili a large eal .viictess faclors" ('KOs einpluisi/e. l^ie second is staff anyway?" However, several C^KC^s envisage high-level sponsorship that exientls beyontl \isible needing substantially greater resources in the future CHO support. The C;KO tnust make ihe senior t-xetii- as more knowletige managenieni I'jrojeds are iniiiai- livt- leam antl ]")romineni line managers believt' in etl, as itnestint-tiis in vv itier antl licher comtiumifa- knowledge manageinent —a goal ihat is intlivisibk- tiotis tt-fhnologies are foutici tieces.sary. antl as litie from winning and retaining persona! irust. Suth trust tnatiagers re(]uest tnore advisor)' help. mav iniliallv detive from the tM\O's iratk recDttl. bul

Earl • ScQtt Sloan Management Review Winter 1999 urf II)I\L;. il i^ .••ii.sUiiiH-i.l onK l"i\' \isihk' R'MIIIS. lontêr ihan ihe\' expi^'ct or hope to be. Some knowl- ctlê jirojc'tt.s are qnite loni;-terin, espetialK' those ).s in iht' .SILKK .IFL' iiruk'r JIIX'SSLHV not only lo that re<.]Liire siih.stantial teehnolo^yy infrasiriictLire. L' know Ifdiic aixl ink-licciiial capii.il Vxcn ai"titLilatiii,u antl demonstrating IIR' lx-neti|s of Inn lo sLijigcsi MKM.sLircs ol ilK'ir ()\\ n ]ifrror knowletige manaênienl and wliat it mi^lil iiivijKe Mo>i ti'i-l (hat "ir ihc CFO is alivady com inccci of tin- across the eorporalion lake.s more than a year. Three \:I1LIU i)t know k'(.l;i(.' rnaiKiLicnicni, lu' alrf |i> ii\e years appears to be the niininuim necessary whal hf ni.'ctl.s lo know. We (.io(.^siit need . tenure. Si'\'eial CKOs in tliL' siiidy — i[i the spirit of I^Lii (;K().S alM) kn.)\\ that they can win potential siip- the entre|"ireneur •— do not want to leaw until know I- .s al lar^c In Lictively denitinstraling how inan- edtê niananeiiient is pro\en LIIKI self-sustainins^. know le<.l^t;e lielfis them in llK'ir work ami by lonii enough lo 1.I0 what I saitl I'd do," com- 37 ereatinji reicreiKt' jiroject.s or t;oi)(.l ca.-.e .âKlie^ that one. .Another stresseLl. "I want to anti niiist i)b\ious heiletil.s. L' real "

Not surprisingly, the CKOs' goal is to Oo You Need a CKO? Appointing a CKO is one way of galvanizing, directing, make knowledge management endure, and coortiinating a knowledge management program or campaign. It is un!ikel\- lo be suflieient in itself: tior is it embedding it in daily organizational life. likeK to he uiii\f]"sally necessaiy. Indeed, some organizations are in\f.sting in asjx'tts of know letlge manage- A niori' personal Lisco\er\ by CKOs is ihc neLxl lo lol- ment without apfiointing a CKO. ei'aie se\eral t\pes of LimbigLiit\'. (^ne is that knowledge does not lend iisell lo crisp definition tir robust There are sufficient strategic rea.sons to suggest that description. 'I'litis. nn ihe n\u: hand, the ("KOs studied knowletige management as a concept and practice will li.i\e litik' time tor eoiicepinali/alion And Iraineworks sLir\i\t-. In the post-intlusirial or information economy, ol knowleLlge: on the oilier hand, ihey back any k\cA to ignore knowledge as a resource coukI be fatal. that can be constnied or inteipieteti as knowledge Thus, the most appealing goal is that, rather like total iiKinagement, as l( ng as it makes business .sense. c|uality management, know ledge management will become cmhedtled in organizations antl knowletige Another ambiguity is th;it the CKO role is not yet will become an ob\iously imperali\f soiiice o( \alue L'.siLibli.shed on the organi/aiional chan. The CKOs treation and competiti\fness. In ihis scenario, all sUnlietl clo not w<)rr\ about ihis. huleed. some of ihi'm membt'is of the organization will own antl t!ii\e tlo nol t'.\pecl the rok' lo eiKlure. "My goal is lo go knowletige managemeiii. O\er lime, ilierefore. ilie out of business." remarked one. }iowe\er, not sur|iris- importance of anti ncvi.\ for a (^KO migiit tiecline. ingly. their goal is to make knowletige management endure, enihedding ii in dail\- organi/alional lifi.-. Howf\tT. loday's CKOs are clisco\ering that knowledge mLinagc-ment eompiises a lai'ge agentla antl ih.it 'I'his leatls lo ihe 1 lird principal .source of ambiguity. making substantial progress takes time. 'I'liiis, a tiri- .Most managers will nol argue against managing \er. leader, or coortlinator tan keep uji the momen- knowletige. \'\ttn;illy." said one C^KO. "iliis suiff is lum antl also disiill. lotlify. LIIKI share learning lor \eiy iiiuiiii\f for riosi people. ... It almost sells knowletige) about raising the organization's knowl- iisell." Bui to tom nil lo any major beha\ ioi" change etige capabilities. .Appointing a ("KO may therefore Ol' lo a knowletige management project re(|uires a be a gootI place to start WIR'II embarking on a clear pi-o|"iositioii ; boul business \alue. So alinosi all knowledge management iirogram. The ;i[ipointee the C;K()S studietl lia\f spent consick'rahk- time and may not ha\e the title of chief knowledge officer, but ellort itk'ntif\ing current busine.ss concerns untl the re(|uisiie jirolile. attixiiies. resources. LincI suttess emerging xalne-creation initiatt\es anti then connect- kittors are likely lo he similai- to those suggested by ing knowletige pro]iosiiions to them. So the CKO ihe lwent\- C^KOs we studietl. needs lo be llexib e. opporlunisiit\ antI cn.':ili\e. Allernati\ c-ly, CI'.Os tuukl be tenifited to atid knowl- The (!K()s we stuilietl will most likely be in the job etige managemerit responsibiliiies to ihe role of ihe

Sloan tlianagement Review Eait • Scott Winter 1999 CIO I'Lilhcr Uuiii lo <,a':iiL' a new po.sition. This These ambigLiities — oi knowletlge as a resoLiree, oi a inappropriate. While some CIOs nii^ht h:t\e ihe eapa- new aiul probably tempor;ir\ idk\ ot ha\ing to work liilities of ihe model C;K(..) — entrepreneur, cxin.sLil- through inliuente not aiith<>rii\. antl ot the relation- lani. L'ln ironmeiitalisi. ami icchnolotiist — most will ship lielwt'en inier\enlion anci eltect —eharaeierize .score hiLili on ihe ti,xhnoloiii,st and eonsLiliani ilimen- the I'ole of CK(.). Operating im a steep learning tur\e .sions lun be less accom]ilislied on the entrepreneur and w ith lew lesoiiives. but w ith CIX.) support and Linti en\ ironmentalist dimensions. And CIOs are ori- s]ionsorship. is not LiniisLial but typieal of many ented toward direcliiiLi a .subslaniial iLiiution. rather change ageni roles. The |X-isonalil\ tliaratteristics and than lowarei nurtiiriiiL; and le;ulin,i; a liansitory team. (•om[X'tent ies of the inciimbenls w f sliklied. howe\ei\ Most aOs ha\'e demanding enough Ligeiidas without ;ue Linusual ;in(.l tlisiinitixe. Kiiuling tlie righl jierson is 38 adding the ambiguities oi' the CKO role.'" at least as imptirlant as deckling to ereaie the role.

References M Polyani, Tacit Dimensions {Hew Yo&. try, technology, consultancy, law, and other services. Press, 19661. • 7 The NEO Personality Inventory We wish to This paper is based on a research proiect supported Nonaka and Takeuchi built their knowledge creation acknowledge the assistance of Nigel Nicholson and by IBM Global Services Consulting Group. The framework on this distinction. See: Emma Soane of the London Business School in authors wish to thank IBM and the twenty chief I. Nonaka and H. Takeuchi, The Knowledge Creating administering and interpreting this test. The kniiwledge officers who gave generously of theit Compa/jv (New York Oxford University Press, 199J)1. response rate was 50 percent; the clustering of tin-e • 4 M Earl and I. Scott, "What on Earth Is a CKO?" results suggests that some credence can be given to (London. London Business School and IBM Inc., the generalizations we infer The sample size is • 1.1 Nonaka, "The Knowledge-Creating Company," research report, 1998|. small in absolute terms: relative to the worldwide Haivard Business Review, volume 69, Nuvembef- • 5. L Edvinsson and M.S. Malone, Intellectual population of CKOs, it is very large. December 1991, pp, 96-104. Cap/;a/|New York: Harper Collins, 1997), and • 8. J.F. Rockart, M.J. Earl, and J.W. Ross, "Eight • 2. R Drucker, The Post-Capitalist Society (Oxford: J B. Quinn, The Intelligent Enterprise (New York: Free Imperatives for the New IT Organization," Sloan Butterworth-Heinemann, 19951. Press, 19951. Management Review, volume 38, Fall 1996, pp ^^3-55 • 3. Polyani probably was the first to distinguish • 6. The CKOs studied came from five countries arid explicit and tacit knowledge. See: from seven sectors- finance, consumer goods, indus- Reprint 4022

Earl • Scon Winter 11)99