Upload
rohitjohn
View
217
Download
0
Embed Size (px)
Citation preview
8/8/2019 asc km ppt
1/50
Knowledge Management in IT EraDr. A. Patrick
Assistant Professor.Department of Commerce,
College of Commerce & Business ManagementOsmania University
Hyderabad - 7
8/8/2019 asc km ppt
2/50
Goods & Services
Knowledge
Information
Innovation in Products,Services and Processes
Global CustomersChanging NeedsTime-to-marketSmart ProductsCustomizationServiceQualityIntangibles
8/8/2019 asc km ppt
3/50
Knowledge Management
DefinitionsDo you really need KM?Do you need a CKO?Whats the strategy?Types of knowledge management systemsOrganizational changes to expectKM software tools
8/8/2019 asc km ppt
4/50
Two Kinds of Knowledge
Knowledge is intangible, dynamic, anddifficult to measure, but without it noorganization can survive.
Tacit: or unarticulated knowledge is morepersonal, experiential, context specific, andhard to formalize; is difficult to communicate
or share with others; and is generally in theheads of individuals and teams.Explicit: explicit knowledge can easily bewritten down and codified.
8/8/2019 asc km ppt
5/50
The Knowledge Economy
The move from an industrially-basedeconomy to a knowledge or information-based one in the 21st Century demands atop-notch knowledge management systemto secure a competitive edge and a capacityfor learning.
8/8/2019 asc km ppt
6/50
The Knowledge Economy
The new source of wealth is knowledge, andnot labor, land, or financial capital. It is theintangible, intellectual assets that must bemanaged.
The key challenge of the knowledge-basedeconomy is to foster innovation.
8/8/2019 asc km ppt
7/50
The Knowledge Economy
For several decades the world's best-knownforecasters of societal change have
predicted the emergence of a new economy in which brainpower, not machine power, isthe critical resource. But the future hasalready turned into the present, and the eraof knowledge has arrived.
--"The Learning Organization," Economist IntelligenceUnit
8/8/2019 asc km ppt
8/50
K nowledge Management is the explicit
and systematic management of vital knowledge - and its associated processesof creation, organisation, diffusion, use
and exploitation.
8/8/2019 asc km ppt
9/50
Knowledge Teams - multi-disciplinary, cross-functionalKnowledge ( D ata) bases - experts, best practiceKnowledge Centres - hubs of knowledgeLearning Organization - personal/team/org developmentCommunities of Practice - peers in execution of workTechnology Infrastructure - Intranets, Domino, doc mgt
Corporate Initiatives - CKOs, IAM, IC accounting
8/8/2019 asc km ppt
10/50
Sharing existing knowledgeK nowing what you know
Knowledge for InnovationC reating and C onverting
8/8/2019 asc km ppt
11/50
Customer Knowledge - the most vital knowledgeKnowledge in Products - smarts add value
Knowledge in People - but people walk Knowledge in Processes - know-how when
needed
Organizational Memory- do we know what we
know?
Knowledge in Relationships - richness and depth
Knowledge Assets - intellectual capital
8/8/2019 asc km ppt
12/50
C reateProduct/Process
Innovation Cycle KM Cycle
KnowledgeRepository
C odify
Embed
D iffuse
Identify C lassify
AccessUse/Exploit
C ollect
Organize/ Store
Share/ D isseminate
8/8/2019 asc km ppt
13/50
The Knowledge EconomyThe knowledge economy rests on threepillars:The role that knowledge plays intransactions: it is what is being bought andsold; both the raw materials and the finishedgoodsThe concurrent rise in importance of
knowledge assets, which transform and addvalue to knowledge productsThe emergence of ways to manage these
materials and assets, or KM
8/8/2019 asc km ppt
14/50
Definitions
Designing and installing techniques andprocesses to create, protect, and use knownknowledge.
Designing and creating environments andactivities to discover and release knowledgethat is not known, or tacit knowledge.
Articulating the purpose and nature of managing knowledge as a resource andembodying it in other initiatives andprograms.
8/8/2019 asc km ppt
15/50
Do You Really Need KM?
Competitive success will be based on howstrategically intellectual capital is managed
Capturing the knowledge residing in theminds of employees so that it can beeasily shared across the enterpriseLeveraging organizational knowledge isemerging as the solution to an increasinglyfragmented and globally-dispersedworkplace
8/8/2019 asc km ppt
16/50
Do You Really Need KM?
If your department wants to stop constantlyreengineering and downsizing: talented
people are assets to be developed for aglobal 21st CenturyIf you are interested in the Knowledge GridIf you understand that reuse of knowledgesaves work, reduces communication costs,and allows a company to take on moreprojects
8/8/2019 asc km ppt
17/50
Organizational Knowledge: Why
Is It Important?Knowledge can be embedded in processes,products, systems, and controlsKnowledge can be accessed as it is neededfrom sources inside or outside the firmIt is versatile and can be transferredformally, through training, or informally, byway of workplace socializationIt is the essence of the competitive edge!
8/8/2019 asc km ppt
18/50
Does a KM System Need a
Chief Knowledge Officer?Only if your organization is serious about
implementing a knowledge managementprogram
Economic realities and and competitiveedge factors play a large role
8/8/2019 asc km ppt
19/50
Whats the Strategy?There are two very different knowledgemanagement strategies:
Codification Strategy
Personalization Strategy
8/8/2019 asc km ppt
20/50
Knowledge Management Types
Competency Management
Knowledge Sharing
Competitive Knowledge Management
8/8/2019 asc km ppt
21/50
F or Successful Managing of
KnowledgeF ocus on five tasks:Generating knowledge
Accessing knowledgeRepresenting and embedding knowledge
F acilitating knowledge
Transferring knowledgeIt is a process of instilling the culture andhelping people find ways to share and utilizetheir collective knowledge.
8/8/2019 asc km ppt
22/50
Knowledge Management
EnablersLeadershipKnowledge champions, such as CKOsCultureAccessTechnologyLearning Culture
8/8/2019 asc km ppt
23/50
More on the Importance of
Corporate CultureChanging the culture is imperative.To create a climate in which employees
volunteer their creativity and expertise,managers need to look beyond the traditionaltools at their disposal: finding ways to buildtrust and develop fair process.
That means getting the gatekeepers tofacilitate the flow of information rather thanhoard it.
And offering rewards and incentives.
8/8/2019 asc km ppt
24/50
The Technological DivideGenerating organizational knowledgeinvariably means converting the tacitknowledge of the individual into explicitknowledge accessible by all. Informationtechnology is most effective when itenables this social process.Companies must think through their
technological systems.Technology such as Intranets andadvanced collaborative software havemade Knowledge Management possible.
8/8/2019 asc km ppt
25/50
Organizational Changes
Lines between departments and operatingdivisions blur
Knowledge management efforts cancompletely collapse boundariesA knowledge management system cannotwork through hierarchiesIndividual and team learning processes mustbecome the true driver of organizationallearning
8/8/2019 asc km ppt
26/50
Why KM? Whats the Big
Deal?By instituting a learning organization (KM-intensive), there is an increase in employeesatisfaction due to greater personaldevelopment and empowerment.Keeps your employees longer and thereby,
reduces the loss of intellectual capital frompeople leaving the company.Saves money by not reinventing the wheelfor each new project.
8/8/2019 asc km ppt
27/50
Why KM? Whats the Big
Deal?Reduces costs by decreasing and achievingeconomies of scale in obtaining informationfrom external providers.Increases productivity by making knowledgeavailable more quickly and easily.
Provides workers with a more democraticplace to work by allowing everyone access toknowledge.
8/8/2019 asc km ppt
28/50
Why KM? Whats the Big Deal?
Learning faster with KMLearning faster to stay competitiveKM software and technologicalinfrastructures allow for global access to
an organizations knowledge, at akeystroke
8/8/2019 asc km ppt
29/50
In Successful KM Programs
Information is widely disseminated throughoutthe organization. Wherever it is needed, it isaccessible.Accessible at a fast rate of speed.Virtual communities of practice share what isknown in a global fashion, independent of timezones and other geographic limitations.
Business boundaries are broad, and oftenvirtual in nature.Collaboration to support continuous innovation
and new knowledge creation.
8/8/2019 asc km ppt
30/50
Symptoms of KM DiffusionChallenges
No internal learning communitiesLack of psychological safety
Lack of workplace trustArrogance of people who believe theyknow everything, so why try?Lack of communication within anorganization made evident by continuallyreinventing the same wheelNegativity and unrealistic expectations
8/8/2019 asc km ppt
31/50
KM and F uture PlanningWhere are we going? What are we herefor?People need awareness of the whole: in
what direction is the organization going?To have a goal to reach in the future canprovide great incentive for a KM initiative.Effective leveraging lies within anorganizations capacity for rethinking andrecreating. Scenario thinking can help us tosee the blind spots, and help to create the
future we want.
8/8/2019 asc km ppt
32/50
Sustainability of a KM
Endeavor There are three fundamental processesthat sustain profound changes such as theintroduction of a KM system:developing networks of committed peopleimproving business resultsenhancing personal results
To achieve sustainability, there must be afocus on learning, and learning how toharness the learning capabilities that lead
to innovation.
8/8/2019 asc km ppt
33/50
Sustainability of a KMEndeavor
F or significant change to lead tosustainability, hierarchical control must be
put aside.The emergence and development of informal networks must be supported sothat people can share their tacit knowledgeand help one another.Managers need to surrender control.And mental models need to be examined.
8/8/2019 asc km ppt
34/50
K nowledgeManagement
BusinessTransformation
(BPR, TQM, culture)
Intellectual Assets/Capital
LearningOrganization
Knowledge-basedSystems
Innovation
InformationManagement
8/8/2019 asc km ppt
35/50
D ataInformation
K nowledge
Intelligen e
Codifiable, explicit Easily transferable
Human, judgemental
Contextual, tacit Transfer needs learnin
8/8/2019 asc km ppt
36/50
Socialization
Internalization Combination
Externalization
From
To
Explicit
Tacit
ExplicitTacit
Source: The knowledge creating company, I. Nonaka and H. Takeuchi
8/8/2019 asc km ppt
37/50
Chaotic knowledge processes
Systematic information andknowledge processes
Human knowledge and networking
Information databases and technical networking
8/8/2019 asc km ppt
38/50
Create/discover - 3M, Glaxo WellcomeCodify - BHA, Standard Life, PwCDiffuse - H-P, Thos. Miller, Rover , BPUse - Buckman , Steelcase, PwC ,
Andersen etc.Process/culture - Cigna, AnalogConversion - MonsantoMeasure/exploit - Skandia, Dow
8/8/2019 asc km ppt
39/50
A strategy led initiative - learning org.focusWorkshops to convert rhetoric to action
plansUsing Intranets to share R&D, helpapprovals
Library, document management supportReoreinted Technical ArchitectureChallenge is creating sharing culture
Bottom Line - better RoI C
8/8/2019 asc km ppt
40/50
L eadershipStructures - Cultures - HR Policies - Vision
Processes People
easure-ent
Hard infrastructure - Intranet, groupwareetc.Soft - Skills, learning,
Enablers
Levers
Foundations
Infor ation Space
Tools andTechniques
+
8/8/2019 asc km ppt
41/50
A key enabler Access anytime, anywhere, anyhow
Lotus Notes,F
irst Class, Intranets -groupwarePoint solutions e.g. data mining, mapping
New generation of Knowledge BasedsystemsF ocus on the I (Information - aboutKnowledge)
8/8/2019 asc km ppt
42/50
A culture of sharing - vs. informationfiefdomsDirectors of Knowledge (IntellectualCapital)F acilitating knowledge processes change teams, development workshops etc.
Developing personal skills info management, dialogue, online
techniques
New measures of human capital,
capabilities
8/8/2019 asc km ppt
43/50
Strong link to business imperativeCompelling vision and architectureKnowledge leadershipKnowledge creating and sharing cultureContinuous LearningWell developed ICT infrastructureSystematic knowledge processes
8/8/2019 asc km ppt
44/50
1. F ind out where you are! do an assessment; look for existing practice
2. Identify the knowledge champions and top level sponsors
3. Start the learning process attend seminars, site visits, assemble
resources
4. Understand the seven knowledge levers find how knowledge adds value to your
business
8/8/2019 asc km ppt
45/50
5 . Identify Related Initiatives an opportunity for collaboration?
6. Initiate a Pilot Project
look for quick wins, within long-termframework
7. Assess Organizational Readiness assessment plus enablers, levers,
foundations
8. Develop a road map for knowledge vision, goals, strategies, resources,
networks.
8/8/2019 asc km ppt
46/50
KM Software Tools
GlobalserveKnowcorpHyperknowledgeMicroStrategyThe Molloy GroupKnowledgeX Inc.WebF arming.comSoftlab EnablingTools
ImaginationExcalibur TechnologiesImaging SolutionsGrapevineTechnologies
Intraspect SoftwareMilagro: The Power
of Imagination
8/8/2019 asc km ppt
47/50
Knowledge Management?
The essence of knowledge management isunderstanding and valuing intangible assetsover tangible
Understanding that human and intellectualcapital are the greatest resourcesManaging the skills and competencies that
lie within an organization, and allowingthem to blossomAllowing people to be the best that they canbe; optimizing performance
8/8/2019 asc km ppt
48/50
Commentary
Confusion >>>>> Disappointment >>>> and
Concern over Knowledge Management
8/8/2019 asc km ppt
49/50
Acknowledgements
Peter SengeArt Kleiner Blaise ZeregaCharlotte RobertsRichard RossGeorge RothBryan SmithJames Brian QuinnWilliam Truran
J Michael Pemberton
Sarah Cliffe
David A. Nadler Rick MullinEllen M. LappThomas StewartPeter F elthamHoward RheingoldNick Bontis
Morten T. HansenJim Bair Henry Mintzberg
James Cortada
8/8/2019 asc km ppt
50/50
Thank you !!