1. Revelation

2. My story is a tale of fairy godmothers,
magiks and heroic struggles; a tale of
smiting, sorrow and triumph.
Long ago, in a kingdom far away called
SITEL I led a contented life learning to
wield Smartphone Magiks.

3. until Dark Economy became tanked…
grewWicked…
and did smite the entire castle.

4. Yea, verily did this
distress me
mightily.
Thus beganThe
Heroic Struggle....

5. I didn't think I was going to
like HIT.

6. My inner Princess is the sort of free spirit whose
heart speeds up for Champions like Anonymous,
whose battle cry is "Knowledge wants to be free!"

7. but in HIT, indiscreet discussions have disastrous
consequences.

8. My inner Princess loves creativity and innovation
…HIT is all about rigid, inflexible rules.

9. I flunked out of the program in the
second semester.

10. Miraculously, I was re-accepted,

11. thanks to my 3
"practically perfect
in every way" fairy
godmothers
(Mary Poppins
Stanley,
Mary Poppins Conn,
and Mary Poppins
McKelvey)
I pressed on in the
pursuit of an HIT
degree.

12. First, I was given the gift of a profound
professional Purpose.
The Second gift was a Place where I fit in
that profession.
And then, during this last semester,
two Magikal things happened.

13. I discovered my professional
Purpose during my clinicals at
Winfield's Northwest Regional
during the Breast Cancer Awareness
pumpkin decorating contest.

14. The HIT department entry was
Cinderella's coach, titled:
"Everyone deserves a happily ever
after...” and tears stung my eyes.

15. As I thought, “One more day of life
to make a difference…one more day
to love and be loved…one more day
to create a happily ever after.”

16. While exploring AHIMA's career path
planning tool, I found my Place;
something that gave my inner
Princess a sense of belonging.

17. My view of HIT changed dramatically when I saw
a position called Chief KnowledgeOfficer.

18. While researching that title,
I found an article by Nick Bontis:
RISING STAR OFTHE CHIEF
KNOWLEDGE OFFICER
that had this to say about knowledge
management :

19. "...[the] strategic impact [of the knowledge
being developed in an organization] should
never be in question. From the capture,
codification and dissemination of information,
to the acquisition of new competencies
through training and development, to the re-
engineering of business processes, one very
important thing is apparent:
Present and future success will be based less
on the strategic allocation of physical and
financial resources, and more on the strategic
management of knowledge assets.

20. ..."The capacity to manage knowledge is a critical
skill, and perhaps the critical skill of this era.
...If there is one distinguishing feature of the
knowledge economy, it is the ascendancy and
primacy of intellectual capital."

21. Knowledge management contributes
heavily to profitability
*In 1962, economist Fritz Machlup
concluded that 34.5 per cent of the gross
national product of the United States was
produced by the information sector.
*A decade and a half later (1972), researcher
Marc Porat raised that figure to more than
46 per cent.
*In 1989, Charles Handy suggested that the
intellectual assets of a corporation were
usually worth three or four times its book
value.

22. *From 1997-2000, the Ford Motor Company
saved $914 million, mainly due to effective
knowledge management programs;
*Chevron has saved $650 million since 1991,
*Texas Instruments has saved $1 billion
since it launched KM programs in the mid-
1990s;

23. "One of the purest examples of intellectual
capital valuation exists in the consulting
industry. McKinsey & Company, one of the
industry leaders, does not employ traditional
marketing methods; its clients come knocking
on its door in their quest to find the best
analytical knowledge available. McKinsey
generally sells its intellectual capital in teams of
five consultants, each led by a senior partner.

24. Remarkably, clients are willing to pay for the
transfer of this knowledge at an average annual
rate of $500,000 per consultant - or higher."

25.  He goes on to say: "I have interviewed more
than 25 CKOs from around the world and
found that they had two principal functional
backgrounds: 1) information systems
personnel … and 2) professionals who were
able to understand value alignment, incentive
mechanisms and social networking
behaviour, all of which encourage deliberate
knowledge exchange. The CKOs claimed that
in order to succeed in the future, they would
need 1) more slack time for dreaming,
thinking and talking, and 2) more high-level
support from CEOs and board members."

26. My inner Princess is delighted and very proud
to be an RHIT candidate from theWallace
State program.

27. Will you please stand and join me in heartfelt thanks
to those who have worked harder than we did to
make it possible?