Valuing Knowledge Management in Organizations, from Theory to Practice: the Case of Lafarge Group

This article examines the work of a Knowledge Manager according to the strategy implemented at Lafarge, the global leader in construction materials. The aim is to show how a global company uses a knowledge management strategy to create value for stakeholders, provide a local access to know-how, offer tools for actionable decision making and builds a knowledge sharing culture among divisions. It also tries to fill the gap between the formal strategy and the existing practice of the Corporate Knowledge Manager. At the end, it studies how the manager can quantify the value brought by its action.