KNOWLEDGE WORKERS ARE THE INNOVATORS, designers, and marketers of your company's products and services. They are the strategists, executives, and IT specialists whose ideas and expertise fuel your success. You depend on them more--and pay them more--than any other workforce segment. The question is: Are they delivering their best performance? Leading knowledge management and process innovation expert Thomas Davenport argues that many companies fail to maximize the productivity of their knowledge workers because they apply ineffective one-size-fits-all management techniques--or they simply don't manage these workers at all. And companies are paying the price in the form of lower performance and slipping competitiveness.

Preface and Acknowledgments

1 What's a Knowledge Worker, Anyway?

2 How Knowledge Workers Differ, and

the Difference It Makes

3 Interventions, Measures, and Experiments

in Knowledge Work

4 Knowledge Work Processes

5 Organizational Technology for Knowledge Workers

6 Developing Individual Knowledge Worker Capabilities

7 Investing in Knowledge Workers' Networks and Learning

8 The Physical Work Environment and

Knowledge Worker Performance

9 Managing Knowledge Workers

Notes

Index

About the Author