Winning the Knowledge Game: Smarter Learning for Business Excellence

Citation

Harris, P.R. (2004), "Winning the Knowledge Game: Smarter Learning for Business Excellence", European Business Review, Vol. 16 No. 2, pp. 206-207. https://doi.org/10.1108/ebr.2004.16.2.206.3

The common theme in these three excellent publications is that they are written for would‐be global leaders in an emerging knowledge culture. All are attractively packaged by Butter‐Heinemann of Oxford, and are replete with helpful exhibits. The first two titles are examples of the new knowledge management offerings by this publisher. Winning the Knowledge Game's 16 chapters are organised under three subheadings: “Opening minds and hearts,” “Rowing competitive advantage,” and “Ensuring lasting success.” Alstair Rylatt is internationally renowned as a training consultant, strategist, and award‐winning author (www.alastairryatt.com). His primary message is the need to be concerned today about comparison, learning, competition, and how knowledge is the key to meeting these challenges. In helping people to learn smarter, be more competitive and successful, the writer recommends ways to change mindsets; customise a unique approach to knowledge acquisition and innovation; and utilise techniques that result in lasting success in the work environment. Useful for personal and organisational renewal.

Information First's pithy nine chapters are centred around corporate information, how to gather it, use and update it, and make it pay off. The Everdens are co‐directors of 4th Resource Ltd (www.4thresource.com). Roger is an expert in information architecture, while Elaine, an artist, is focused on information structuring, representing, relating, and using. Together, they propose strategies for more effective gathering and utilising of information as a means for managing change, complexity, and eventually knowledge itself. They provide tips for information mapping and architecture, and conclude with a very useful case study to illustrate their points.

Mentoring and Diversity takes a different twist by its emphasis on human assets. The co‐authors write six of the ten chapters, while various contributors produce the other four. Dr David Clutterbuck is a visiting professor and director of the European Mentoring Centre, while Dr Belle Rose Ragins is a professor of Human Resource Management in the University of Wisconsin.

The book covers a wide range of topics for the development of human potential through mentoring – issues, such as gender, race, minorities, sustaining the relationship, and stereotyping, etc. A series of helpful individual and organisational case studies are presented on the subject. With knowledge workers, mentoring is critical for their learning and career advancement, so this is a very timely book.