First of all, CKO should be a technical expert. CKO must understand which technologies contribute to knowledge acquisition, storage, use and share. Early research showed that CKO is often the first step to IT-based, such as creating knowledge directories, the development of knowledge-sharing components, building internal networks. Therefore, CKO must have sufficient understanding of technology, he must be able to understand the requirements of knowledge management technology, and to determine which technology is effective; he must be able identify new technologies, opportunities and threats, as well as clear when using the new technologies. Secondly, CKO should be a strategist. To achieve effective knowledge management, only with the right hardware and software systems is not enough. It requires the company leadership treat collective knowledge development, sharing and innovation as pillars of competitive advantage, including information on all the knowledge resources and integrated decision-making, to carry on the implementation of comprehensive management. Because the direct objectives of CKO are not the workers under the CKO, actually they work in a parallel line to carry out knowledge management. CKO only can use their influence, persuasion and presentation and other methods to gain the trust. They often have to spend a lot of time to convince corporate employees one by one, let them believe that there are existed knowledge gap and the resulting dangers and opportunities, and then design and plan more targeted knowledge management program. In a word, rich professional background and credibility within the organization are the favorable conditions for the success of CKO.
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