Know-it-alls; chief knowledge officers have a crucial job: putting the collective knowledge of a company at every worker's fingertips
Article Abstract:
Chief knowledge officers are assuming an important corporate role as companies plan for success in the information age. These organizations are looking to leverage the special knowledge and expertise of their employees in order to gain a competitive edge. Advances in database and computer network technologies are enabling the development of knowledge bases, but sophisticated management skills are necessary to make the concept work. The manager also needs to inspire employees to contribute their knowledge, as well as share it and employ it. Many employees, believing that knowledge is power, are reluctant to participate in a knowledge base and others, who may support the concept, do not have the time, tools or incentives to become involved in the process. Corporate investments in knowledge-management consultants are expected to increase tenfold from $410 million in 1994 to $4.5 billion in 1999. It remains difficult to quantify the return on these investments.
Publication Name: The Wall Street Journal Western Edition
Subject: Business, general
ISSN: 0193-2241
Year: 1996
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Microsoft seeks alternative ways to comply with court; company's strategy shifts as foes gloat over perceived missteps
Article Abstract:
Microsoft said it has considered other methods of complying with Federal Judge Thomas Jackson's preliminary order forcing the software giant to unbundle its Internet Explorer browser software and its Windows 95 OS for PC manufacturers. The wording suggests Microsoft holds another strategy for settling its legal dispute with the Justice Department. Microsoft has drawn widespread criticism for its mid-Dec 1997 response to Judge Jackson's injunction, which presents PC makers with three choices. PC makers can either continue to bundle the two Microsoft software products, remove Internet Explorer from Windows 95, or offer a 1995 version of Windows 95 that does not share files with Internet Explorer. Microsoft VP Brad Chase said elementary ways to deactivate Windows Explorer fail to comply with a literal interpretation of Judge Jackson's order, hinting that Microsoft could make quick adjustments if the court demanded it.
Publication Name: The Wall Street Journal Western Edition
Subject: Business, general
ISSN: 0193-2241
Year: 1997
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How one sweet deal unraveled for Netscape after Microsoft called; software giant was willing to spend big up front to get KPMG contract; we're a strange company
Article Abstract:
Microsoft's Bill Gates replaced Netscape CEO Jim Barksdale as the keynote speaker at KPMG Peat Marwick's annual meeting. KPMG had originally extended the request to Barksdale after agreeing to a major contract with Netscape. Microsoft spent two months bombarding KPMG with incentives so compelling that KPMG Vice Chmn Roger Siboni changed his decision and had technicians begin removing Netscape software from the company's computers. Microsoft brought about the turnabout at KPMG by having the company's technical experts compare Microsoft's products to Netscape's. Microsoft also agreed to being KPMG's partner rather than just its supplier. None of the three companies involved believes Microsoft behaved unethically.
Publication Name: The Wall Street Journal Western Edition
Subject: Business, general
ISSN: 0193-2241
Year: 1997
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