Team Playa Azul

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Team Playa Azul
Kelly Maya Zandy
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Whats Your Strategy for Managing Knowledge?

• Morten T. Hansen
• Nitin Nohira
• Thomas Tierney

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Two KM Strategies

• Codification Strategy
• Centers on the computer
• Storage and reuse of knowledge
• Personalization Strategy
• Closely tied to the person who developed the
  knowledge
• Shared mainly through person-to-person contact
• Computers used to help communicate knowledge, not
  store it

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Exploring the Two Strategies
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Strategy Drivers
A companys knowledge management strategy
should reflect its competitive strategy
?
How are companies with implementers/inventors
similar or different from evolutionary/revolution
ary companies?
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80/20 Rule
Effective firms excelled by focusing on one of
the strategies and using the other in a
supporting role
80 of KM follows one strategy 20 follows the
other Risks C P Risk over-engineering on
unnecessary innovation (expensive) P C Risk
becoming cookie-cutter and losing clients who
expect customized solutions
?
If an ambidextrous organization shifts into a
revolutionary phase, should their 80/20 split
reverse?
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Incentives
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Case Studies
Benefitsare highest when (KM) is coordinated
with HR, IT and competitive strategy.
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Checklist for Strategy Choice
In effective companies, the knowledge management
model stays the same even as new products and
services mature.
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The Hunter Gatherers of the Knowledge Economy
The Anthropology of Today's Cyberforagers

• David Berreby

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Observations

• Generation X knowledge workers exhibit the
  following characteristics
• Dont respond well to orders
• Like to be involved in decision-making
• Value teamwork and relationships
• Favor freedom and flexibility over structure

Dude, dont boss me around.
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Main Point

• The Generation X working style in the
  knowledge-based economy mirrors the traditional
  hunter-gatherer lifestyle (Cyberforagers)

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Common Characteristics

• Egalitarianism vs. hierarchy
• Balanced lifestyle vs. possessions
• Altruism vs. egoism
• Consensus and unanimity vs. dominance

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Problem with Comparison

• Lack of self-reliance
• An important difference between these new
  knowledge workers and traditional
  hunter-gatherers is that the cyber
  hunter-gatherers rely on the production methods
  of the traditional agricultural and industrial
  economy in order to survive.

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Hunter-Gatherer vs. Agriculture and Industry

• Flexibility
• Freedom and autonomy
• Group emphasis
• Work/Life Balance
• Closer to human nature?

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Where will this lead?

• Will these cyberforagers become the majority of
  workers or will they just become the new society
  elite

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Case in observation Xerox

• Right thing in Knowledge Management (KM)
• Leveraging Intellectuals of 90K employee
• Knowledge Sharing as Corporate culture
• 1970..2005
• Pioneered the patent of mouse and pull down menu
• Failed to Exploit Markets taken over by Apple

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Case in observation Xerox

• 2005 Plan
• Learned the lesson of 1970s Place hope on
  future of KM
• Sharing Knowledge ?accelerated Learning ?
  Innovation
• Xeroxs base business is still document
• Documents content is tacit knowledge, written
  knowledge that reside in

employees
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Case in observation Xerox

• Strategy
• Build a KM surrounding business plan
• People
• Social dynamics
• IT

High Priority Low
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Highest Priority Foundation

• Organization is oriented to adapt sharing of
  knowledge from top to bottom
• Dispel all-time believe that hoarding knowledge
  is power
• Companys anthem Sharing is NATURAL and
  BENEFICIAL in

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Priority of People and Social Dynamics

• Working - way of work is changing.
• The people is the working assets with work
  habits
• Field Technician vs. Scientist
• Social dynamics
• Bureaucracy Barrierlessness
• Cross groups and within one group

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Low Priority Information Technology

• 20 is IT, the 80 is figuring the Social
  Dynamics
• enabler mechanism
• Fit the people, close to nothing new to learn of
  the IT part
• Not one solution for whole organization