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Contents
2
1. Symbols, Data and
Information
2. On Knowledge
3. The Problem of KM in
Organisations
4. The Learning Organisations
5. Knowledge Sharing
6. Social Networks
7. Organisation’s
Culture
8. Communities of Practice
9. Storytelling10. KM
Technology
11. KM Strategy12. Business Case for KM
13. KM Framework and
Processes
14. The Chief Knowledge
Officer
From the point of view of non-IT management, the main objective of this course is to• Understand the relationship between knowledge, information and data
• Understand why knowledge management is an issue today, when it never was
before
• Understand how to specify and implement a knowledge management project in an
organisation
Information Technology Requirements
3
• Lap Top computer, if possible
• Speakers
Hardware
• Acrobat Reader – Version 7 or higher
• Windows Media Player – Version 9 or higher
• MindManager software (you can download a 21-days free trial version on www.mindjet.com)
Software applications
• Internet Connection
Telecommunications
Bibliography
• Groff, T.R. Introduction to Knowledge Management: KM in Business. Butherworth-Heinemann, UK, 2003.
• MacDonald, J. Understanding Knowledge Management in a Week. Institute of Management. Hodder &Stoughton, UK, 1999.
• O‟Dell, C. The Executive‟s Role in Knowledge Management. APQC Publications, USA, 2004.
• Liebowitz, J. (Editor). Knowledge Management Handbook. CRC Press, USA, 1999.
• Rumizen, M.C. The Complete Idiot‟s Guide to Knowledge Management. Alpha Books, USA, 2003.
• Skyrme, D.J. Knowledge Networking: Creating the Collaborative Enterprise. Butherworth-Heinemann, UK, 1999.
• Tiwana, A. The Knowledge Management Toolkit. 2nd Edition. Prentice-Hall, PTR, USA, 2002.
Books
• BRINT: Knowledge Management: www.brint.com/km/
• Knowledge Board, Your Global Community: http://www.knowledgeboard.com/
• Knowledge Connections, Home of the I3 Update: www.skyrme.com/index.htm
• The Gurteen Knowledge Website: http://www.gurteen.com/
• The Knowledge Management Advantage: www.providersedge.com/kma/index.html
• The Knowledge Management Resource Centre: www.kmresource.com/
Websites
4
From facts to symbols
5
Sym
bo
ls,
Da
ta, a
nd
In
form
ati
on
Observer Fact or event
Symbols are objects,
characters, figures, sounds or
colors used to represent
abstract ideas or conceptsAbstraction /
Representation
At the lowest level of comprehension / understanding, a
symbol has no structure
Poor / no comprehension
Poor / no understanding
From symbols to data
6
{a, b}
Symbols
(no order)
S
Start
symbol
1. S aSb
2. S ba
Production rules
(syntax rules)
S aSb aaSbb aababb
A structured symbol generated
by production rules
{ba, abab, aababb, aaababbb, …}
Set of structured symbols
(ordered symbols)
Data are the representation of symbols (facts, concepts, text, numbers,
sounds, pictures, …) in an organised manner suitable for communication or
processing by human or automatic means
At the first level of comprehension / understanding, data have no meaning
Sym
bo
ls,
Da
ta, a
nd
In
form
ati
on
Data give answer to “what”
From data to information
7
Data
Condensate Calculate
ContextualiseCorrect
Categorise Information
The five C‟s filter converts
data to information
Information is data endowed with relevance and purpose; i.e., meaning
At the second level of comprehension / understanding, information has no an
established practice
Sym
bo
ls,
Da
ta, a
nd
In
form
ati
on
Information gives answer to “what”, “who”, “where”, and “when”
Organisation and immediacy of information
8
Sym
bo
ls,
Da
ta, a
nd
In
form
ati
on
Think of information as data that makes the difference
The organisation
of information
Location
Alphabet
TimeCategory
Hierarchy5 degrees
of information immediacy
Internal
Conversational
ReferenceNews
Cultural
Information and the Principle of Uncertainty
9
Information about a fact reduces the uncertainty of that fact
Sym
bo
ls,
Da
ta, a
nd
In
form
ati
on
The Principle of Uncertainty
Any interaction between an observer and the observed changes both. The
more an observer probes, the more difficult it is for him to obtain
INFORMATION about the initial STATE of what he observers and the more
are his observations contaminated by his own efforts
Paper: Project Management in Noisy Environments
10
Before lecture: Read the paper
Create multidisciplinary international teams
(3 people)
Review the paper(5 minutes)
Discuss the paper in your own team
(10 minutes)
Explain your conclusions to other teams
(3 minutes by team)
Free discussion(10 minutes)
Objective
Dimension the importance of information in business
DIRECTIONS
From information to knowledge
11
On
Kn
ow
led
ge
Knowledge
Information in situation 1
Information in situation 2
Information in situation 3
Information in situation 4
Knowledge of a fact is when information of that fact is put in practice or used
in many situations
Knowledge properties
12
Consistent
Precise and non-redundant
Trustable
Time independent
Universal
ExpandableCompressible
Substitutable
Transportable
Diffusive
Shareable
On
Kn
ow
led
ge
Types of knowledge: Tacit and explicit
13
Tacit knowledge is personal, context-specific knowledge that is difficult to
formulate
Explicit knowledge is that can be codified and transmitted in a systematic and
formal language
What we know
we know
What we know
we do not know
What we do not know
we know
What we do not
we do not know
Ex
plic
it K
no
wle
dg
eTa
cit
Kn
ow
led
ge
Knowledge Assets Knowledge Gaps
On
Kn
ow
led
ge
On
Kn
ow
led
ge
Types of knowledge: Tacit and explicit
14
Characteristics Tacit Knowledge Explicit Knowledge
Nature Personal, context-specific Can be codified and explicated
FormalisationDifficult to formalise, record, encode, or
articulate
Can be codified and transmitted in a
systematic and formal language
Development
ProcessDeveloped through trial and error
Developed through explication of tacit
understanding and interpretation of information
Location Stored in the heads of peopleStored in documents, databases, Web pages,
e-mails, charts, etc.
Conversion
Processes
Converted to explicit through
externalisation (metaphors and analogy)
IT SupportHard to manage, share, or support with
ITWell supported by existing IT
Medium
EnabledNeeds a rich communication mediums
Can be transferred through conventional
electronic channels
From tacit to explicit knowledge
15
On
Kn
ow
led
ge
Where do we acquire knowledge?
16
Knowledge is acquired
from
Procedures
• New sequence of operations or rules
Tools and Methods
• Conceptual skills
Processes
• New sequence of phases of a project
Structures
• Structure or location of organisation
Principles
• New concepts and values applicable to decision making
On
Kn
ow
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The 3 basic processes of knowledge
17
Acquisition
• The process of development and creation of insights, skills, and relationships
• IT tools: Databases, Capture Tools (i.e., Mind Manager)
Sharing
• Disseminating and making available what is already known
• IT tools: Communications Networks
Utilisation
• Leaning is integrated on daily basis
• IT tools: Collaborative tools (e-mail, chat applications, etc.)
Acquire
Corroborate
Organise
Secure
Analyse
Share
Acquire
Corroborate
Organise
Secure
Analyse
Utilise
On
Kn
ow
led
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Forms of knowledge
18
Know-how – a skill, procedures
Know-who – who can help me with this question or task
Know-what – structural knowledge, patterns
Know-why – a deeper kind of knowledge
understanding the wider context
Know-when – a sense of timing, and rhythm
Know-where – a sense of place, where is best
to do something
On
Kn
ow
led
ge
Knowledge versus learning
19
Learning:The acquisition and integration of knowledge so that it may be used and
applied
Types of
learning
Knowledge: memorisation of facts or terms
Comprehension: translating or paraphrasing information or
rules
Application: using information in new
situations, applying rules
Analysis: breaking
information down into discrete parts
Synthesis: constructing a new idea from parts of
others
Evaluation: placing a value
judgment on data
On
Kn
ow
led
ge
Knowledge and individual learning
20
Motivators for
Learning
Survive and meet basic
needs
Growth
Professional development
and marketability Curiosity
and intellectual enjoyment
Gain edge over
competitors
Knowledge begins with the individual
• Skills must be continually renewed or become obsolete
• New skills must be acquired
• To respond to change and use new technologies, people must be enabled to learn how to create, innovate and employ new processes
Knowledge workers must be lifelong learners
On
Kn
ow
led
ge
Motivation to try potentially better processes
New or improved skill or ability desired
Trust in abilities and validity of those providing knowledge
Flexibility and agility
Curiosity
Safe environment
• A sense of highly focused attention
• Mental enjoyment of the activity for its own sake
• A sense of being outside of time
• A match between the challenge at hand and one's skill
Flow State
Optimal characteristics of learners
21
On
Kn
ow
led
ge
Knowledge and models of reality
22
Facts
• Representation of reality
Symbols
• Representation of facts
Data
• Structured symbols
Information
• Data with meaning
Knowledge
• Information put in practice
Knowledge about a fact produces a model of
the real event that generates that fact
The Principle of Incomplete Knowledge:
The model embodied in a system is necessarily incomplete
On
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ow
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A model is an abstraction of the reality
Paradigms
23
Number of
solved
problems
Time
A
B
C
Paradigm
formation
A paradigm is a a pattern or model; a collection of assumptions, concepts,
practices, and values that constitutes a way of viewing reality, especially for
an intellectual community that shares them
On
Kn
ow
led
ge
Born of new paradigms (paradigm shift)
24
On
Kn
ow
led
ge
Paradigm shift and paralysis
25
Image shows the way in which a paradigm shift could cause
one to see the same information in an entirely different way
Perhaps the greatest barrier to a paradigm shift, in some cases, is the reality
of paradigm paralysis, the inability to see beyond the current models of
thinking
Examples on Paradigm Shift and Paralysis in Information Management(alternative link: http://www.youtube.com/watch?v=vxmuhzLzubM)
On
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The Principle of Darkness
26
At this third level of comprehension / understanding, knowledge does not
have rules to distinguish and generate new knowledge
The Principle of Darkness:
Even though the knowledge of a part of the reality is incomplete,
it can be MANAGED effectively (black box theory)
On
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ow
led
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KNOWLEDGE
(black box)
Input Output
Knowledge gives answer to “what”, “who”, “where”, “when”, “how”, and “why”
What is Knowledge Management?
27
Knowledge Management (KM) is the explicit and systematic
management of vital knowledge and its associated processes of
creating, gathering, organising, diffusion, use and exploitation, in
pursuit of defined objectives
Create
Gather
Organise
Diffuse
Use
Exploit
KM Processes
On
Kn
ow
led
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What KM is not about
28
KM is not knowledge engineering
KM is about processes, not just digital networks
KM is not building a smarter intranet
KM is not about a one-time investment
KM is not about enterprise-wide “infobanks”
On
Kn
ow
led
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From knowledge to wisdom
29
Knowledge of a fact is when information of that fact is put in practice or used
in many situations
Wisdom is the ultimate level of understanding
This level is achieved when there are enough patterns and meta-patterns
that that can be synthesised them and then used them in novel ways
On
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ow
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From facts to wisdom: a final map
30
On
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ow
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Importance of KM to your organisation
31
On
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Lessons learned – Discover what you know
32
On
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KM practice: Managing your knowledge
33
Directions
• Each practice is 20 minutes long + 10 minutes for group discussion
• MindManager software is needed (you can download a 21-days free trial version on www.mindjet.com)
• Notice: No previous experience in using MindManager is needed
Practice 1 - Understand your knowledge processing styles
• Think about how you acquire information and make decisions
• Mindmap your preferred ways of gaining knowledge
• Mindmap what thinking processes and preferences guide your decision-making
Practice 2 - What sort of information manager are you?
• Review a recent significant project or decision
• Mindmap what information you felt you needed to do your best, how you went about finding it, how you processed it, and how it affected the outcome of your task
• What have you now done with this information and how might you use it again?
• After reviewing the check list, would you do something different next time you are in a similar situation?
Organisational isles of information and knowledge
34
Th
e P
rob
lem
of
KM
in
Org
an
isa
tio
n
Functional Areas Organisational Levels Organisational Isles of
Information and
Knowledge
Th
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in
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Knowledge transfer velocity and viscosity
35
Knowledge velocity
concerns
• How quickly the
knowledge moves
(knowledge speed)
• Whether the
knowledge gets to the
appropriate
organisational
members (knowledge
direction)
Knowledge viscosity
concerns
• The richness or
thickness of the
knowledge transferred
• Its resistance to flow
Tacit knowledge is more viscous than explicit knowledge
Reduce knowledge viscosity by converting tacit knowledge to explicit
knowledge whenever possible (e.g., standard operating procedures, best
practices and lessons learned)
Organisational culture
36
Observable symbols,
ceremonies, stories,
slogans, behaviours,
dress, physical settings
Underlying values,
assumptions, beliefs,
attitudes, feelings
Th
e P
rob
lem
of
KM
in
Org
an
isa
tio
n
Organisational growth
37
Phase 1Entrepreneurial
Small
Large
Org
an
isa
tio
nal S
ize
Growth through
Creativity
Leadership crisis
Growth through
DirectionAutonomy Crisis
Growth through
Delegation Control Crisis
Growth through
Coordination
Staff Crisis
Split into small
organisations
Evolution
continuation
Decline
Phase 2Collective
Phase 3Formalisation
Phase 4Elaboration
Phase 5
The Limiting Absorption
Principle for Knowledge:
In order to absorb more
knowledge, an organisation
must change and have
evolution
Th
e P
rob
lem
of
KM
in
Org
an
isa
tio
n
Resistance to change
38
ACTIVE
PASSIVE
Th
e P
rob
lem
of
KM
in
Org
an
isa
tio
n
Th
e P
rob
lem
of
KM
in
Org
an
isa
tio
n
Where is knowledge into organisations?
39
Knowledge into Organisations
Customer knowledge
• The most vital knowledge in most organisations
Knowledge in products and
services
• Smarter solutions, customised to users' needs
Knowledge in people
• Nurturing and harnessing brainpower, your most precious asset
Knowledge in processes
• Applying the best know-how while performing core tasks
Organisational memory
• Drawing on lessons from the past or elsewhere in the organisation
Knowledge in relationships
• Deep personal knowledge that underpins successful collaboration
Knowledge assets
• Measuring and managing your intellectual capital
• Human Capital -
• In the minds of individuals (knowledge, competencies, experience, know-how, etc.)
• Structural Capital
• That which is left after employees go home for the night (processes, information systems, databases, etc.)
• Customer Capital
• Customer relationships, brands, trademarks, etc.
Intellectual Capital
Organisational learning
40
• It is a process of knowledge acquisition or generation of an organisation, performed through individuals, which can be accomplished by teams
• It is based on organisational memory that is expanded, which can improve organisational actions
Organisational Learning
Organisational Learning Types
External (from outside to inside organisations)
Learning of implicit knowledge
Insiders that turn into outsiders
Outsiders that become insiders
Learning of explicit knowledge
Prepared material
Unprepared material
Internal (within an organisation)
Learning of implicit knowledge
Individual work in an unstructured
approach
Team work in an unstructured
approach
Learning of explicit knowledge
Individual work in a structured approach
Team work in a structured approach
Th
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Th
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on
s
Levels of organisational learning
41
Single-loop
learning
Double-loop
learning
This occurs when errors are detected and corrected and
organisations carry on with their present policies and goals
This occurs when, in addition to detection and correction of
errors, the organisation is involved in the questioning and
modification of existing norms, procedures, policies, and
objectives
Deutero-learning
This occurs when organisations learn how to carry out single-
loop and double- loop learning
Learning organisation
42
The term learning organisation refers to an organisation‟s
capability of learning from its past experience
To build a learning
organisation, it must tackle three critical
issues:
(1) Meaning -Determining a vision of the
learning organisation
(2) Management - Determining
how the organisation
is to work
(3) Measurement - Assessing the rate and
level of learning
Th
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g O
rga
nis
ati
on
s
Systematic Problem Solving
(using methodologies)
Experimentation with new
approaches
Learning from past experience
Benchmarking / Best practices
Transferring knowledge quickly
and efficiently through out the
organisation
Some components of a learning organisation
Th
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nis
ati
on
s
43
44
Organisational system learns as a
whole
People in organisation
recognise that ongoing,
organisation-wide learning
is critical
Learning is a continuous,
process that is integrated with
work
How a learning organisation looks like
Th
e L
ea
rnin
g O
rga
nis
ati
on
s
Learning Organisation
Climate of openness and
“curiosity”
Tolerance for complexity
and uncertainly
Leadership involved and supporting
learning
Perceived performance gap between current and
desired performance
Resources committed to
quality learning
Organisation measures progress
Systems perspective
Processes for maximising flow of data, information, and people
Personal Mastery
• Clarify personal vision
• Focus energy
• See reality objectively
Systems Thinking
• Seeing wholes
• Identifying patterns
Shared Vision
• Create shared commitment
• Identify what we want
Team Learning
• Synergy (2+2=5)
• Dialog, conversation (not speechmaking)
Mental Models
• Identify assumptions
• Open to change
Th
e L
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ati
on
s
The learning organisation: the 5 disciplines
45
Th
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ati
on
s
Managed learning
46
Sorting out the “M”s – Domains & Relationships
Th
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on
s
Knowledge Mgmt
(static) Content (dynamic)
Taxonomies/Metadata
Facilitative IT Tools
Intellectual Capital• Tacit/Implicit Knowledge
• Explicit Knowledge
Social Capital• Communities/Networks
• Collaboration• Culture
Human Capital• Organisational Learning
• Succession Planning
• Business Processes
Information Mgmt(lifecycle mgmt)
Content
Mgmt
Data Mgmt(repositories)
Information “Resources”
Mgmt
Technology
Mgmt(infrastructure)
Document Mgmt• Versions
• Workflow
Records Mgmt
Information Services• Library
• Research
• Knowledge repositories
Application
Mgmt
47
Relationship among IT, IM and KM
Capability
Capacity
Connectivity Software
Hardware
The Essence of
Information
Technology
Enab
ler
Enab
ler
The Essence of
Knowledge
Management
Enab
ler
Technology
Innovation
The Essence of
Information
Management
Successes
Lessons Learned
Data
Info
Mapping
Relationships
Infrastructure Incentives
Education
Training
Physical
Assets
IPTs
Th
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Human Capital
Social Capital
Corporate Capital
48
Th
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on
s
The essence of KM
– Expertise
– Experience
– Capability
– Capacity
– Creativity
– Adaptability
HUMAN
CAPITAL
(Individual)
– Intellectual
Property
– Processes
– Databases
– Flexibility
CORPORATE
CAPITAL
(Organisation)
– Networks
– Relationships
– Interactions
– Language
– Patterning
SOCIAL
CAPITAL
(Team)
ENTERPRISE
KNOWLEDGE
ExplicitINTELLECTUAL CAPITALTacit
49
Case – Learning organisations versus places to learn
Think about your experience in a university. Then think about that university as a learning organisation
(make a distinction between a “place to learn” and a “learning organisation”).
Say your point of view about the following topics (consider the learning environment and try to be impartial
in your answers):
• Climate of openness and “curiosity”
• Tolerance for complexity and uncertainly
• Leadership involved and supporting learning
• Perceived performance gap between current and desired performance
• Resources committed to quality learning
• Organisation measures progress
• Systems perspective
• Processes for maximising flow of data, information, and people
Do you think that a learning organisation needs a place to learn? Before you give an answer, analyse the
following video
Telefónica- Creating a Talent Pipeline
(alternative link: http://www.youtube.com/watch?v=O-x_9KVr4Kg )
Before lecture: Think about this case
Create multidisciplinary international teams
(3 people)
Review the case(5 minutes)
Discuss the case in your own team
(10 minutes)
Explain your conclusions to other teams
(3 minutes by team)
Free discussion(10 minutes)
DIRECTIONS
50
Knowledge sharing - Interplay of four factors
Kn
ow
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ge
Sh
ari
ng
People
Processes
Learning
Technology
51
Knowledge sharing needs all of these
People
Create
knowledge with:
Colleagues
Experts
Customers
Partners and
friends
Places
Where people can:
Share ideas
Form communities
Learn
Create answers to problems
Things
Structured and
unstructured
content:
Create
Classify
Capture
Share
Kn
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Sh
ari
ng
52
Why knowledge sharing?
Knowledge sharing leverages expertise and organisational
know-how to improve . . .
. . . helping enterprises do work more effectively and achieve
corporate goals
Responsiveness Innovation Competency Efficiency
Kn
ow
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Sh
ari
ng
53
Kn
ow
led
ge
Sh
ari
ng
What knowledge is sharing?
• Knowledge that has been articulated
• Organisation
• Mission
• Hardware/software
Explicit knowledge
• Knowledge that can be articulated but is not
• Analysing tasks involved in a process
Implicit knowledge
• Knowledge that cannot be articulated
• Ability to recognise a person‟s face
Tacit knowledge
54
How is knowledge captured and shared?
Individual knowledge
Collaboration networks
Organisational knowledge-base
TACIT TO EXPLICIT
Kn
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Sh
ari
ng
55
What happens when the K-line is crossed?In
no
va
tio
nO
ld b
us
ine
ss
Gated explicit
knowledge
Hoarded tacit
knowledge
Traditional Enterprise
Context
Enlightened Enterprise
Shared tacit
knowledge
Shared explicit
knowledge
K-line
“Traditional workplace”
where knowledge is not
shared
“Enlightened
workplace” where
knowledge is shared
Shift
Kn
ow
led
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Sh
ari
ng
56
Sharing or not sharing?
Kn
ow
led
ge
Sh
ari
ng
Why do people share?
• They take pride in their expertise
• They enjoy interacting with peers
• They wish to learn
• They expect others to reciprocate
• They want to contribute to the common good
• Their culture encourages sharing
• They are loyal to the organisation
Why does not people share?
• It is not convenient
• They do not know what they know
• They do not know the value of what they know
• They believe knowledge hoarding is job security
• They do not get credit for it
• They do not have the time
57
Share your knowledge and encourage your peers to do the
same
Do not stigmatise others for not
knowing
Seek expert advice throughout the
enterprise
Value and reward the continuous
pursuit of knowledge
Network with your peers
How to share knowledge?
Kn
ow
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Sh
ari
ng
58
Kn
ow
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Sh
ari
ng
Lessons learned – Organisational “does / does not” for knowledge sharing
Organisation does
• Integrate into
• Business strategy
• Daily work
• Provide
• Consistent and continual championship / leadership
• A trusting organisational environment
• Time to engage in knowledge sharing
• Appropriate incentives for participation
• Institutionalise organisational, lifelong learning
Organisation does not
• Create compensation systems that do not support knowledge sharing and teamwork
• Build a “Grand Database in the Sky”
• Allow technology to dictate development
• Failure to coordinate and involve entire organisation
How organisations implement
Knowledge Management
Intranet 47%
Repository 33%
Decision-support 33%
Groupware 33%
People networks 24%
Map links to expertise 18%
Source: ASTD Research
59
Culture clashes
Organisational challenges to KM/KS
Kn
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60
Videocase: Igloo - Global Issues Network
Igloo - Global Issues Network
(alternative link: http://www.youtube.com/watch?v=xdVmGBPGbg4)
1. What can you say about the following 4 factors?
• People
• Processes
• Learning
• Technology
2. How does people create and transform
knowledge from tacit to implicit?
3. How is knowledge captured and shared?
4. How and where can people share knowledge?
5. How is content structured?
6. What can you say about responsiveness,
innovation, competency and efficiency?
7. Say some examples of how the ideas described
should be used into an organisation
Before lecture: Watch the video
Create multidisciplinary international teams
(3 people)
Review the video(10 minutes)
Discuss the video in your own team
(10 minutes)
Explain your conclusions to other teams
(3 minutes by team)
Free discussion(10 minutes)
DIRECTIONS
61
Knowledge networks and knowledge flows
Knowledge networks explain the flow or diffusion
of knowledge across a network of individuals
Cognitive knowledge networks essentially answer “who knows who knows what?”
Transactive Memory Systems are knowledge
repositories that provide individuals
with access to more knowledge than any one individual could
possibly possess alone
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62
Social Network Analysis (SNA)
SNA is focused on uncovering the patterns of people's interconnectedness and
interactions
• The success or failure of organisations and societies may depend on these
patterns
• Analysis can produce understanding as well as action
SN use people to
find content
Content is used to
find people
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63
Why do a SNA?
Six Myths about
Informal Networks*
To build better networks, we
have to communicate
more
Everybody should be connected to everybody else
We can not do much to aid
informal networks
How people fit in is a matter of
personality (which can not be changed)
Central people who have become
bottlenecks should make
themselves more accessible
I already know what is going on in my network
*Rob Cross, Nitin Nohria, and Andrew Parker, MIT Sloan Management Review, Spring 2002
So
cia
l N
etw
ork
s
64
Discussion - SNA applications
So
cia
l N
etw
ork
s
65
What is culture?
Culture
Tradition and history, cultural strength
Jargon
Physical environment,
cultural artifacts,
Rituals, folkways,
mores, norms
Status symbols
Belief systems
Shared values
Org
an
isa
tio
nal C
ult
ure
66
Org
an
isa
tio
nal C
ult
ure
How employees absorb culture
Stories
Rituals
Symbols
Language Heroes
Reward / punishment
Social learning
The ability of an organisation to learn, develop memory, and share knowledge is dependent on its culture
Over time organisations learn what works and what does not work
Generally when a IT project fails, it is because the technology does not match the organisation‟s culture
67
Cultural typologies
Deal & Kennedy - Risk and feedback
• Focus on executive decision making
Reinmann & Wiener - Values
• Focus on values and source of values
Schein - Every organisation is unique
• Culture is the most difficult organisational attribute to change
Sonnenfeld - Academy, club, baseball team, fortress
• Focus on attraction of personalities
Strong culture is said to exist where staff respond to stimulus because of
their alignment to organisational values
Weak culture is said to exist where there is little alignment with
organisational values and control must be exercised through extensive
procedures and bureaucracy
Org
an
isa
tio
nal C
ult
ure
68
Org
an
isa
tio
nal C
ult
ure
Aspects and steps that determine KM success
Culture – Process view
• Ways to facilitate collaborative processes, learning dynamics and problem solving
Technology – Object view
• Focus on databases or other storage devices, mechanisms for sharing knowledge products such as documents, and terms such as knowledge transfer
Understand organisational culture
Analyse it
Get into the network and understand the characters
Manage it
Change it
69
Attempts to introduce changes that are generally consistent
with the current culture usually are successful
Attempts to introduce changes that are radically different than the existing culture usually are
not successful
Any KM programme requires a Change Management approach
Values Norms Practices
CURRENT
STATE
Org
an
isa
tio
nal C
ult
ure
70
Videocase: Duracell Xcells (Industrial)
Duracell Xcells (Industrial)
(alternative link http://www.youtube.com/watch?v=vBkGZ124Tjk)
1.How does Duracell define quality?
2.Describe the process used by Duracell to
get the concept of quality
3.What can you say about shared values?
4.Is the culture of Duracell a strong or
weak?
5.What is the type of culture implicit in
Duracell?
6.Why could Duracell change its
organisational culture?
Before lecture: Watch the video
Create multidisciplinary international teams
(3 people)
Review the video(10 minutes)
Discuss the video in your own team
(10 minutes)
Explain your conclusions to other teams
(3 minutes by team)
Free discussion(10 minutes)
DIRECTIONS
71
Co
mm
un
itie
s o
f P
rac
tic
e
Communities of Practice (COP)
A COP is a group of self-governing people whose practice is aligned with
strategic imperatives and are challenged to create shareholder value by
generating knowledge and increasing capabilities
Define Community Project
• Identify community elements
• Set context
• Outline project
Establish CommunityComponents
• Identify issues and approaches
• Plan project tasks
Launch Community
Establish Community
• Develop sense of community
Assess: Progress & Value
• Solicit feedback on development 72
Co
mm
un
itie
s o
f P
rac
tic
e
Components and benefits of COPs
Governance
• Community conventions & norms
Membership
• Community participants
Technology
• Enabling infrastructure
User support
• Maximising collaborative tools
Content
• Community knowledge base
Learning
• Capability to participate in community
Facilitation
• Moving the community forward; realising purpose
Communication plan
• Establishing credibility, sharing the value proposition
Accelerates the generation of capabilities
Improves and enhances meta-capabilities
Shapes a “boundary-less” culture for greater synergy
Connects people into a network for greater speed
Promotes innovation through collaboration and problem-solving situated in work
Prevents knowledge loss from the organisation through exchange of cross-generational expertise
73
Sto
ryte
llin
g
StorytellingStorytelling is the skilled delivery of stories use to present anecdotal evidence, clarify a point, support a point of view and crystallise ideas
Storytelling is the connecting device between data and reality
Stories can share a "truth" that data can not
Storytelling can help bridge the gap between data and knowledge
It also could be the result of integrating information
Knowledge managers use storytelling as a device and tool for sharing knowledge
Potential Benefits
Communicate quickly
Communicate naturally
Communicate truthfully
Communicate collaboratively
Communicate persuasively
Communicate intuitively
Communicate movingly 74
Six steps in storytelling
Propagate
Validate
Write
Extract
Plan
Interview
Definition of objectives; assignment of commentators
and interviewees; selection of the events
Collecting personal views; searching for „puzzle
stones‟
Selection of momentous statements
Preparation of the
experience document
Feedback of the
citations to the
interviewees
Sto
ryte
llin
g
75
Videocase: Cisco on Change Management1. What are the main stages of CISCO
Change Road Map?
2. What are the main reasons to implement
change?
3. What is the team project?
4. What are the team components? (issues,
approaches, plan, and project tasks)
5. How is the team launched?
6. How is it developed a sense of team?
7. How was it assed the progress and value
of the team?
8. Is the team a COP?
Before lecture: Watch the video
Create multidisciplinary international teams
(3 people)
Review the video(10 minutes)
Discuss the video in your own team
(10 minutes)
Explain your conclusions to other teams
(3 minutes by team)
Free discussion(10 minutes)
DIRECTIONS
Cisco – Change Management Training Video
(alternative link: http://www.youtube.com/watch?v=bG5na7JD7rE)
76
Layers of a KM technology platform
KM
Te
ch
no
log
y
77
Technology aspect of KM
Complete Intranet
Messaging and Collaboration
Co
mm
un
ities,
Te
am
s a
nd
Exp
erts
Po
rtals
an
d S
ea
rch
Conte
nt
Ma
na
ge
me
nt
Re
al T
ime
Colla
bora
tion
Da
ta A
na
lysis
(Da
ta W
are
ho
use
and
Bu
sin
ess In
tellig
en
ce
)
Enabling Technologies
Pre
-Requis
ites
KM
Te
ch
no
log
y
78
Messaging and collaboration
Desktop
• Easy-to-use productivity
• Comfortable e-mail systems
• Web browser
• Simple search functionalities
Services
• Collaboration services
• Web services
• Indexing services
System
• Central-storage
KM
Information
Base
Share
& Reuse
Tacit
Knowledge
Explicit
Knowledge
KM
Te
ch
no
log
y
79
KM and intranetIntranet is a corporate information network based on Internet technologies,
seeking to integrate people, processes and information within the enterprise
KM
Te
ch
no
log
y
Some applications
of an intranet
Information publishing
Document management
TrainingWorkflow
Databases and other bespoke systems
Discussion
Challenges:
• Content is still determined by local contributors, so may not match needs
• Users are further away from contributors, so cannot communicate requirements
Opportunities:
• Centralised structure allows for detailed analysis of content usage
• Single picture of user base allows for analysis of knowledge needs across the organisation
80
Introducing portalsA portal
• Facilitates the creation of a knowledge workspace by providing a single
point of access (a virtual front door) to aggregated information
• Organises and integrates collective knowledge and communications and
makes them accessible and shareable
• Is a core component of the intranet
KM
Te
ch
no
log
y
Technology requirements
Systems that allow
customisation
Web browsers with
personalisation systems
Development suites
Catalogue and search
services
Notification services
Database replication and transformation
services
Portals and document management
• Version tracking
• Check-in and check-out
• Categories
• Application of descriptive, searchable information or meta data
• Document publishing control
• Automated approval routes
• Online discussions
• Control of document access based on roles81
Portals and e-Business
Role of eBusiness in Accomplishing
Corporate Objectives
So
luti
on
So
ph
isti
ca
tio
n
Basic Internet access
e-mail capability
Stage 1
“Get the Business
Online”
Website positioned as a marketing and communication channel
Basic e-based business capability focusing on information access
Stage 2
“Do Business
Online”
e-based business transactions
Early Stage 3 is characterised by online sales and fulfilment capability
Late Stage 3 would include back-office functions such as procurement, HR, payroll, etc.
Stage 3
“Run the
Business Online”
Collaboration Commerce
e-based interactions with customers, suppliers, partners and employees
Virtual organisation
Stage 4
“Collaboration
eCommerce
Model”
Corporate Portals
KM
Te
ch
no
log
y
82
Content Management Systems (CMS)A Content Management System (CMS) is a system used to manage the
content of a Web site
KM
Te
ch
no
log
y
ECMS = Enterprise
Content
Management
System
ECMS
Capture
Store
Index Search
Share Collaborate
Process Manage
Publish Deploy
Reuse
Record Archive
83
KM
Te
ch
no
log
y
Content Management Systems (CMS)
• The content management application (CMA)
• It allows the content manager or author, who may not know Hypertext Markup Language (HTML), to manage the creation, modification, and removal of content from a Web site without needing the expertise of a Webmaster
• The content delivery application (CDA)
• It uses and compiles that information to update the Web site
A CMS consists of two elements
84
Technology Challenges
KM
Te
ch
no
log
y
85
Case: MOODLE (Modular Object Oriented Dynamic Learning Environment)
Before lecture: Have a look at the MOODLE
Create multidisciplinary international teams
(3 people)
Review the MOODLE(10 minutes)
Discuss the MOODLE in your own team
(10 minutes)
Explain your conclusions to other teams
(3 minutes by team)
Free discussion(10 minutes)
DIRECTIONS
Describe how the MOODLE manage the following topics:
• Capture
• Store
• Index Search
• Share Collaborate
• Process Manage
• Publish Deploy
• Reuse
• Record Archive
What is MOODLE as a software application? (have a look at the following video
presentation – alternative link: http://www.youtube.com/watch?v=_o1fMQsfzoQ)
Describe the concept and components of a Learning Management System (LMS)
86
Strategy and KM strategy
Organisation‟s strategic
objectives must consider:
Operational Excellence
Sourcing & Distribution
Innovation
Growth
Be a Good Corporate
Citizen
Customer Intimacy
KM
Str
ate
gy
• Address business knowledge needs
• Support key business processes
• Adopt one predominant business focus – i.e. mine data, create new knowledge, use existing knowledge efficiently
KM Strategy should:
• Embarking on KM program
• Designing /changing IT architecture
• Building Knowledge Base
• Acquiring software or tools
Devise KM strategy before:
How can the organisation create value for customers?
How can that value be leveraged to support an economic model?
Can the organisation‟s people deliver on the value derived and its
economic model?
87
Aligning KM and business strategy
KM
Str
ate
gy
Environment
Technical opportunities
Competitive threats
Regulatory controls
Strategic Context
Products /services
Markets
Customers
Resource allocation
KM Strategy
Role of IT
Innovation
Competitive advantage
Knowledge process mapping
KM Technology
Infrastructural investments
Strategic IT choice
Collaborative richness
Exp
ressio
n b
arr
ier
Expression barrier
Imp
lem
enta
tion b
arr
ier Implementation barrier
Sp
ecific
ation
ba
rrie
r
Specification barrier
Impacts
Aligns
Enables
Imp
ac
ts
Influ
en
ce
s
En
ab
les
88
Main elements to consider in designing a KM strategy
KM
Str
ate
gy
Standard operating
procedures
Internal politics
Internal structure
Internal culture
EnvironmentCustomers
Government
Communities
SuppliersCompetitors
Worker UnionsStakeholdersRegulatory Agencies
INFORMATION
PROCESSES
PRODUCTS/SERVICES
PEOPLE
TECHNOLOGY
89
KM
Str
ate
gy
Additional issues on KM strategy: Codification & Personalisation
Codification
• Characteristics
• Knowledge carefully codified
• Stored in corporate databases
• Can be accessed by anyone
• IT Role
• Goal: knowledge reuse, economy of scale, speed
• Knowledge is introduced by experts in different (linked) databases
• IT: Databases, intranets, electronic document systems
Personalisation
• Characteristics
• Knowledge closely tied to the person who developed it
• Shared through direct person-to-person contact
• Role of IT is to facilitate communication
• IT Role
• Find people who has the experience
• Allows to tap a world-wide network of colleagues‟ experience
• IT: Telephone, e-mail, video-conferences, directories of experts, electronic document systems
Do not forget to
use
BestPractices
Communitiesof Practice
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
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.
.
.
.
.
.
.
.
.90
KM
Str
ate
gy
Examples of Strategy
Set up a separate organisation which collected and
distributed experience.NASA SEL
What did they do?CompanyPersonalisation? Quantitative? Qualitative?
Yes Yes
Daimler ChryslerCreated three experience factories in three different
company departments.YesYesYes
Ericsson Software
Technology
Set up new organisational roles to increase oral
communication of experience.Yes Yes
Australian Telecom
Company
Collected existing explicit information regarding software
development and made it searchable.Yes
ICL High Performance
Systems
Introduced an Intranet-based system with an "engineering
knowledge database"Yes
ICL Finland Made an Intranet-based system with three structural layers. Yes Yes
sd&mSet up a knowledge management group and Intranet
system.Yes Yes
Knowledge Management Approach
Telenor Telecom
Software
Made an expert system based on own empirical data for
effort estimation and risk management, and modified roles.YesYes Yes
Courtesy: Torgeir Dingsøyr, DCIS, NTNU
91
KM
Str
ate
gy
Benefits Reported
Reduced number of defects, reduced software production
costs, increased use.NASA SEL
What was the effect?CompanyDeveloper
satisfaction?Lower cost? Higher quality?
Yes Yes
Daimler ChryslerThe case gives no information on the effect for the
company.
Ericsson Software
Technology
The company claims that the initiative was "more valuable"
than a database and measurement-approach.
Australian Telecom
CompanyGood acceptance of product amongst users. Yes
ICL High Performance
SystemsA perception that it has facilitated a "new mode of working" Yes
ICL FinlandSaved time, because it is easier to find documents. Easier
to learn new project members about project work.Yes Yes
sd&m Previous problems due to rapid growth have diminished. Yes
Reported benefit
Telenor Telecom
Software
The company indicates that estimation accuracy has
improved, and focus on risk management has increased.Yes
Courtesy: Torgeir Dingsøyr, DCIS, NTNU
92
KM
Str
ate
gy
Phases of implementing a KM strategy
People have an understanding of the inherent
changes brought by KM System
Users log on and try
KM System
People are aware of what KM System is
People first hear about KM System
Awareness Interest
Installation
Repeated UseA D O P T I O N P H A S E
Users recognise the
advantages of using
KM System
KM System utilised
long enough to prove
its benefit
KM System is implemented
and becomes operational
Positive Perception
Recommend to OthersCommitmentL O Y A L T Y P H A S E
KM System is
formally
incorporated
into routine
operations
Knowledge-sharing
driven by personal
motivation and
beliefs
Institutionalisation
Internalisation
C O L L A B O R A T I O N P H A S E
De
gre
e o
f T
ransfo
rmation
Time93
KM Maturity Model
Level 1 - Default
Capability: Undefined
Level 2 - Reactive
Capability: Basic
Repeatability
Level 3 - Aware
Level 4 - Convinced
Level 5 - Sharing
KM
Str
ate
gy
• Quantitative decision-making
• High leverage of internal and
external expertise
• Productivity benefits through
knowledge sharing
• Proactive change response
• Restricted data-driven decision-
making
• Restricted leverage of internal
expertise
• Ability to manage virtual teams well
• Strong ROI-driven decision making
• High ability to leverage new ideas for business advantage
• Ability to shape change in technology and business
environment
94
Measures and metrics basics
A measure is a formula that describes a Key
Performance Indicator (KPI)
A metric is the numeric value assigned to the
measure
Measure = “customer service time”
Metric = “1 working day”
Select limited number of KPIs and communicate them
clearly to stakeholders
Balance use of both leading and
lagging KPIs
Include at least one KPI related
to cost, to quality, and to cycle time in
each set of KPIs
KM
Str
ate
gy
Metrics describe what you can do, not what you must do or
even what you should do
Best
Practices
95
KM measures and metrics
KM
Str
ate
gy
Significance of KM measurement
To fortify and supplement the
business case for implementation
To provide feedback and thereby help
guide and tune the
implementation process
To assess the approach to a target or goal
To measure, post-
implementation, the value of the initial investment decision and the lessons learned
To develop benchmarks for
future comparisons
To aid learning from the effort and developing best practices
Outcome metrics (enterprise or overall value)
•Concern the overall organisation and measure large scale characteristics such as increased productivity or revenue for the enterprise
Output metrics (project or task)
•Measure project level characteristics such as the effectiveness of Lessons Learned information to capturing new business
System metrics (technology tool)
•Monitor the usefulness and responsiveness of the supporting technology tools
3 types of
KM metrics
96
KM
Str
ate
gy
Identify Business
Objective
Determine Tools and
Methods to be used
Identify Stakeholders
and their Needs
Adopt a Suitable
Framework
Identify KPIs
Needs Analysis and
Methodology
Quantify Measures
and Interpret
Modify
Measures
Modify
Methods
Improve
Decision
Making
Measurement process
Analysis and
Interpretation
• Interviews or
workshops
•Structured program
flows
•Enterprise /
organisation
documents
•Organisation level
meetings involving the
performing organisation
and stakeholders
97
KM
Str
ate
gy
Know-all 10: A quick KM strategy assessment Rate your organisation (or part of it) on a score 0 to 10, where 0 is doing nothing at all, and 10 is world-class
1. Leadership Does your organisation have a compelling knowledge vision and strategy, actively promoted
by your Chief Executive, that clearly articulates how knowledge management contributes to
achieving organisational objectives..........
2. Measures Does your organisation measure and manage its intellectual capital in a systematic way, and
publish regular IC reports to its external stakeholders? .........
3. Processes Does your organisation have systematic processes for gathering, organising, exploiting and
protecting key knowledge assets, including those from external sources? .........
4. Explicit
Knowledge
Is there a rigorously maintained knowledge inventory, with a structured thesaurus or
knowledge tree, and clear ownership of knowledge entities, that is readily accessible across
the organisation?.........
5. Tacit Knowledge Do you know who your best experts are for different domains of key knowledge, and do you
have in place mechanisms to codify their tacit knowledge into an explicit format? .........
6. Culture/Structure Is knowledge sharing across departmental boundaries actively encouraged and rewarded? Do
workplace settings and format of meetings encourage informal knowledge exchange? .........
7. Knowledge
Centres
Are there librarians or information management staff that coordinate knowledge repositories
and act as focal points for provision of information to support key decision making? .........
8. Exploitation Are your knowledge and knowledge management capabilities packaged into products and
services and promoted in your organisation's external marketing? .........
9. People/Skills Have specific knowledge roles been identified and assigned, and are all senior managers and
professionals trained in knowledge management techniques? .........
10. Technological
Infrastructure
Can all important information be quickly found by new users on your intranet (or similar
network) within three mouse clicks? .........98
Videocase: WIN-SA making knowledge work
WIN-SA making knowledge work
(alternative link: (http://www.youtube.com/watch?v=c9zLAoKleS4)
Identify and describe the following topics:
• Environment
• Participating people
• Shared information
• Implemented processes
• Used technology
• Provided services
Before lecture: Watch the video
Create multidisciplinary international teams
(3 people)
Review the video(10 minutes)
Discuss the video in your own team
(10 minutes)
Explain your conclusions to other teams
(3 minutes by team)
Free discussion(10 minutes)
DIRECTIONS
99
The Business Case
Bu
sin
es
s C
as
e f
or
KM
A Business Case is a tool to support planning and decision-
making
Business Case
• Presented to a decision maker who will judge whether to proceed with the direction recommended in the plan)
Business Plan
• Done after a business case is accepted and contains all sorts of things the judge probably does not need to know such as the phasing and schedule, staffing plan, and project plan
Make a
Distinction
100
KM business case and KM projects
101
KM Business Case Project
Sources
Capturing and reusing
structured knowledge
Capturing and sharing lessons
learned from practice
Identifying sources and networks of expertise
Structuring and mapping
knowledge needed to enhance
performance
Measuring and managing the
economic value of knowledge
Synthesizing and sharing
knowledge from external sources
Embed knowledge in products and
processes
Bu
sin
es
s C
as
e f
or
KM
Question to be considered when defining a KM business case
Why?
•Why go to all this trouble?
•Why now?
•Why do you want to lead this?
•Why is this important?
•Why make this a priority?
•Why aren‟t IT doing this?
How?
•How can this help us achieve our goals?
•How do we start?
•How will people find the time to contribute?
•How much will it cost?
•How can we measure our success?
•How will you deal with coordinating the work?
•How do we get buy-in for action?
What?
•What are the benefits to the organisation?
•What resources will we need?
•What skills do you and your team have?
•What do the lawyers have to do?
•What impact will this have on my business?
•What happens if we fail?
•What is the consequence of taking no action?
When?
•When can I expect results?
•When will you need my help?
•When will our clients benefit?
•When will I know if it‟s working properly?
•When should I announce this?
•When should I free up resources?
102
Bu
sin
es
s C
as
e f
or
KM
Value of making a KM business case
Powerful decision making tool
Address the concerns of the
organisation
Think cost/benefit
Intangibles are important
Persuade the right people about the benefits – and get them to own
them
Get used to using it as a tool
Bu
sin
es
s C
as
e f
or
KM
103
Bu
sin
es
s C
as
e f
or
KM
Process of creation a KM business case
Define current state
• Understand business strategies and objectives
• Understand core business processes
• Understand key business issues and “points of path”
Define future state
• Define desired “high level” benefits
• Define “future state solution”
• Create representative “future state scenarios”
• Identify the technology required for the “future state” solution and/or scenarios
Quantify benefits and costs
• Define appropriate performance metrics
• Develop deeper “current state” understanding, as appropriate (e.g., process mapping”
• Collect data to build current state baseline
• Estimate magnitude of potential benefits from implementing “current state solution for each performance metric
• Obtain benchmarking data from case studies and best practices
• Quantify the magnitude and timing of potential benefits
• Quantify the magnitude and timing of project costs
Develop and refine business case
• Summarise benefits and costs
• Prepare business case
• Review and revise as appropriate
104
Fundamental performance KM metrics
A KM initiative can be justified in terms of the four business performance metrics they
improve
Innovation
Growth
Productivity
Cost Reduction
Bu
sin
es
s C
as
e f
or
KM
105
Budget in perspective
Considerations to budget reduction
• Understand the scale
• Understand the context and the timing
• Talk to other department heads
• Look outside for examples
• Find out what is relevant to decision-makers
• Look at everything you do
Ask yourself before do
• List of costs or financial plan?
• Forecast or commitment?
• List of targets or achievements?
• Top down or bottom up?
• Reference document or a checklist for action?
• Annual chore or linked to your strategy?
Bu
sin
es
s C
as
e f
or
KM
106
Classification of costs
Costs
Type
Direct - Part of the service
Indirect - Overheads which are not part of the
service
Behaviour
Fixed - Paid, irrespective of the level
of activity
Variable - Direct costs, plus variable overheads
Bu
sin
es
s C
as
e f
or
KM
Staff costs
Annual
Subscriptions
Overtime
Contract staff
Stationery
Building
MaintenanceHeating
(Paid, irrespective of the
level of activity)
Fixed
(Direct costs, plus
variable overheads)
Variable
Direct(Form part of the service)
Indirect(Overheads which are
not part of the service)
Hardest
to change
Tricky to
budget for
Easiest to
change + control
Predictable
107
KM business case templates
KM business case: Contents page
1. Executive summary
2. Current situation
3. Benefits of KM to the organisational goals
4. Key observations on business processes
5. Information team skills
6. Collaborative team approach
7. Prioritise business needs
8. Action plan
9. Measurement
Bu
sin
es
s C
as
e f
or
KM
Adding value business case: Adding
value business case: contents page
1. Executive summary
2. Skills of the Information Team
3. Services provided
4. Client case studies and feedback
5. Resource management and training
6. Benefits of a dedicated information
service
7. Future developments
108
Situational case: Getting your message across the CEO
The CEO in your organisation was reading the Sunday Times on his yacht at
the weekend and came across an article on KM. He has read lots of hype
about this topic and keeps thinking he should do something about it. He put
the term into Google(his favourite research tool) and found out that it seems
to be about capturing and re-using information. He needs to know more and
is asking several people to advise him.
He has asked you to meet with him for 2 minutes of his valuable time to
explain
• What KM is
• How it can benefit him
• What you can offer to make it easy
1. How would you sell yourself and capture his imagination?
2. What would be the key points of your message about KM?
3. How would you get him to take action?
109
KM Framework (KMF)
KM
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A KMF must recognise that KM includes much more than just
the knowledge cycle or KM tasks
KMF Requirements
Allow design multiple
feedback loops
Allow multiple activities to
occur simultaneously
Allow the organisational strategies and
goals link to KM initiative
There is no “absolute” KMF
Causative factors should be
considered while developing a KMF
IT is fundamental to any KMF
Organisations should map their
strategy to feasible KMFs and find the best fit to realise
their KM objectives
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Selecting a KMF
Factors to be considered
while selecting a
KMF
Strategy
•The alignment of corporate and KM strategies
Measurement
•The measures or metrics
Policy
•The written policy or guidance that is provided by the organisation
Content
•The subset of the corporate knowledge base Process
•The processes used to achieve organisation mission and goals
Technology
•The IT that facilitates KM
Culture
•The environment and context in which KM processes must occur
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Example – APQC’s KM road map
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Example : Mitre Corporate KM Framework
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Example – Tiwana’s Road Map
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Example of a KMF: A framework for understanding innovation
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Example – Knowcom International Framework
Clarify organisation‟s business objectives
Identify the knowledge base required to meet
organisation´s business objectives
Identify the organisation´s current knowledge
and skills base
Identify the gap between available and
needed knowledge and skills
Identify organisational learning capabilities
and needs
Design and implement a people development
program
Identify and evaluate existing knowledge
codification and storage systems
Design and implement necessary knowledge
codification and storage systems
Identify and evaluate existing knowledge
distribution systems, sharing mechanisms
and organisational support structures
Design and implement necessary knowledge
distribution systems, sharing mechanisms
and organisational support structures
Monitor and maintain knowledge and skills
management structure and support systems
This KM strategic
approach places greatest
emphasis on:
• Connecting people with
people
• Connecting people with
information
• Enabling conversion of
information into
knowledge
• Encouraging innovation
through a culture of
sharing and support
People Strategy Technology Strategy
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Example – My own KM framework
What
How
Who
Where
When
Why
Analyse KMS Problem
Design KMS Functional Solution
Design KMS Structural Solution
Implement KMS Solution
Identify KMS Problem
Test KMS Solution
Maintain KMS Solution
KNOWLEDGE TAXONOMY
KM SYSTEM CYCLE
ORGANISATION’S
COMPONENTS
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KM ProcessesKnowledge
Creation
Knowledge Storage / Retrieval
Knowledge Transfer
Knowledge Application
Process Occurrence IT Issues
Knowledge
Creation
• Creativity
•Brainstorming
•Content Mapping
•Mind Mapping
• Problem Solving
• Critical Path Analysis
• Decision Trees
• Root Cause Analysis
• Combining new sources of knowledge
• Just in time learning
• Supporting IT
• Data mining
• Learning tools
Knowledge
Storage /
Retrieval
• Knowledge residing in written documentation
• Structured information stores in electronic databases
• Codified human knowledge stored in expert systems
• Documented organisational procedures
• Processes and tacit knowledge acquired by individuals
• Networks of individuals
• Organisational culture, structure, ecology information archives
• Support of individual and organisational memory
• Inter-group knowledge access
• Supporting IT
• Electronic bulletin boards
• Knowledge repositories
• Databases
Knowledge
Transfer
• Transfer of knowledge between individuals
• Transfer of knowledge from individuals to explicit sources
• Transfer of knowledge from individuals to groups
• Transfer of knowledge between groups
• Transfer of knowledge across groups
• Transfer of knowledge from the group to the organisation
• IT is mostly been applied to informal , impersonal
means, and formal
• Supporting IT
• Intelligent Agent Software
• Desktop Video Conferencing
• Electronic Bulletin Boards
• Knowledge Maps
Knowledge
Application
The source of competitive advantage resides in the application
of the knowledge rather than in the knowledge itself
• Directives
• Organisational Routines
• Self-Contained Task Teams
• IT can enhance knowledge integration and
application of organisational directives
• Organisational units can access the knowledge of
other units through IT
• Supporting IT
• Workflow Automation System
• Expert System
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Knowledge harvesting
Stage 1: Identification of knowledge
•Map the organisation‟s key processes and the individuals who possess the best know-how
Stage 2: Elicitation of knowledge
•Experts and activities are first identified; the experts are then asked to explain the activities
Stage 3: Capture of knowledge
•The expertise of the top performers must be preserved to continue the success of the organisation
Stage 4: Organisation of knowledge
•The knowledge captured from top performers must be arranged in a coherent or systematic form
Stage 5: Application of knowledge
•The purpose of organisational knowledge is to be able to ensure that the application of expert knowledge by the top performers is replicable by all
Stage 6: Recording of knowledge
•Once an application has been created, it requires refreshing so that it can evolve with use
Stage 7: Sharing of knowledge
•Knowledge that has been captured must be shared or its capture will be irrelevant and the effort and expense wasted
Stage 8: Evaluation of the knowledge creation process
•Appraisal occurs during application and sharing
Stage 9: Improvement of the knowledge creation process
•The improvement sub-process is the continuous betterment of the entire process
„Knowledge Harvesting is a proprietary suite of methodologies and technologies
for efficiently capturing the implicit intuitive knowledge of top performers,
converting that expertise into explicit knowledge, and transferring it to users.‟
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Social Capital“Social Capital consists of the stock of active connections among people: The trust, mutual
understanding, and shared values and behaviors that bind the members of human networks and
communities and make cooperative action possible” (Prusak & Cohen, In Good Company)
Social Capital
Structure
Ties
Hierarchical
Temporal features
Membership accessibility
Type
Network structures
Spatial features
Alignment
Causal Factors
DETERMINANTS
CONSEQUENCES / MANIFESTATIONS
Specific Context ChanceExternalities
Level Feedback Loops
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Protecting Knowledge
Protecting Knowledge
Intellectual property
Intellectual asset
management
Inventorying
Appraisal & strategies
Proprietary versus open
source software
Copyrights, trademarks, &
patents
Patent Law
• Protection of profit creation
Copyright Law
• Protection of culture creation
Trademark Law
• Protection of trade order
• Inventions or discovery
• Process, art or method
• Original and ornamental design
• Words
• Names
• Symbol
• Literary works
• Musical works
• Dramatic works
• Choreographic works
• Pictorial, graphic,
and sculptural works
• Motion pictures and
audiovisual works
• Sound recording
• Architectural works
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KM Process mapsKM Process Maps
• Helps identify the information that is really important in the organisation (both the
information known, as well as that which is no yet known
• They also provide insight into how knowledge is both used and produced in the
organisation
Take a particular business process and break it down into its component steps
Identify the following information about each step in the process:
•Who typically performs the step, and the required experience/qualifications
•What inputs are required for the step
•What the desired outputs of the step are
•What tools/systems are used to perform the step
•What dependencies exist, either with other steps within the same process or with an outside processes
Identify the knowledge that is both used and produced during the execution of the step, and the probable source of that knowledge
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Creating a KM Process Map - Example
Receive RFPQualify
Opportunity
Bid or
No-bid?
Assign
Resources
Send No-bid
letterNo-bid
Bid Prepare
Response
General
Qualifications
Technical
Specifications
Timeline &
Pricing
Final QA &
Approval
Submit
Proposal
Document
Results &
Lessons Learned
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•Technical Specifications
• Who performs: Proposal Technical
Manager
• Inputs: RFP requirements, product
specifications, prior installation
experience (with customer, within
industry), competitive offerings
• Tools/Systems required: KM system
• Outputs: Proposal technical specification
& resource estimate
• Dependencies: Timeframe & pricing
•Technical Specifications (continued)
• Knowledge Used:• Requirements (source: RFP)
• Product suitability
• Installation parameters (source: Product specifications, prior installation experience)
• Competitive offerings (source: Prior proposals, new research)
• Knowledge Produced:• Market demand (source: RFP requirements)
• Market suitability of product (source: Proposal managers* & documents, competitive analysis)
• Installation parameters (source: Proposal managers* & documents)
• Competitive position (source: Proposal managers* & documents, Competitive analysis,
pricing)
*Indicates “tacit” knowledge not yet documented 123
Paper: Zachman Architecture-Based Education Service Delivery
Before lecture: Read the paper
Create multidisciplinary international teams
(3 people)
Review the paper(5 minutes)
Discuss the paper in your own team
(10 minutes)
Explain your conclusions to other teams
(3 minutes by team)
Free discussion(10 minutes)
Objective
Dimension the importance of a KM framework in
business
DIRECTIONS
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The Chief Knowledge Officer (CKO)
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A CKO is a senior executive who is responsible for ensuring
that an organisation maximises the value it achieves through
knowledge. Two alternative names are Director of Intellectual
Capital and Director of Innovation
An organisation needs an CKO if it wants to An organisation does not need an CKO if
Maximize the returns on its investment in
knowledge - people, information, processes
technology, and intellectual capital
Knowledge is not important to business
Exploit its intangible assets e.g. know-how,
patents, customer relationships
It is content to leave it to local initiatives and hope it
comes good
Repeat its successes and share best practices A culture of knowledge sharing pervades and
systematic processes are in place
Improve its innovation - the commercialization of
ideas
Knowledge leadership comes from the top and is
passionately pursued
Avoid knowledge loss and leakage after
organisational restructuring
Everybody has development of knowledge in their
job plans
Its performance monitoring system explicitly has a
knowledge dimension
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CKO responsibilities
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CKO’s Responsibilities
Develop an overall
framework that guides
knowledge management
Actively promote the knowledge agenda within
and beyond the company
Oversee the development of the knowledge infrastructure -'hard' and 'soft'
Facilitate connections,
coordination and communications
CKO personal attributes
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CKO personal attributes
Passion
Patience
Persistence
Sensitivity
Organisational Savy
SmartWise
Life Long Learner
“Thick Skinned”
Integrator
Depth and Breath of
Knowledge
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CKO competencies and skills
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Role of the CKO in public sector
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Conclusions: 10 KM Principles (after Tom Davenport)
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1. KM is expensive (but so is stupidity!)
2. Effective management of
knowledge requires hybrid solutions involving people,
process, information technology, and
products / services
3. KM is highly political
4. KM requires knowledge managers
5. KM benefits more from maps than
models, more from markets than hierarchies6. Sharing and
using knowledge are often unnatural
acts
7. KM means improving
knowledge work processes
8. Access to knowledge is only
the beginning
9. KM never ends
10. KM requires a knowledge contract
(i.e., intellectual property issues)
Conclusions: The Intelligent-Acting Enterprise
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