Title: KNOWLEDGE MANAGEMENT
1KNOWLEDGE MANAGEMENT
. . . . From Concept to Reality
A Presentation by Tim Cope Chief Information
Officer UNSW 5 May, 2003
2Approach
Concept Definition
Value Assessment Framework
Opportunity/Threat Modelling
- How do we prioritise the opportunities
- How do we deal with potential dis-continuities
(threats)
- How do we assess the value
Focus of todays presentation
3CONCEPT DEFINITION
4Knowledge Management Is Not A New Concept!
- 1959 Peter F. Drucker The knowledge worker
- 1966 Michael Polyani Tacit and Explicit
Knowledge - 1989 - Karl Erik Sveiby The Invisible Balance
Sheet - 1991 - Skandia First corporate appointment of VP
for IP - 1995/6 First Business Conferences Building
awareness of KM - 1998 World Bank Chooses KM as topic for annual
world development report
5So What Is Knowledge Management?
A proposition that responsiveness and innovation
can be improved through the leveraging of
collective wisdom and experience ..this
proposition is supported by
- New processes specific to the management of
knowledge - Organisational structures that create
accountability for KM - Applications that support KM processes
- Enabling technologies
It requires an integrated approach to
identifying, managing, and (most importantly)
sharing the information assets of the enterprise
6Information Management Versus Knowledge Management
Develop a culture of trust, autonomy,
collaboration, and innovation
How IP will managed and leveraged.
Make KM part of the normal workflow and functions
of the worker
How and why to use information and resources, and
enable that knowledge to be more responsive and
innovative
Engage individuals and communities, to flatten
organisational structures and simplify
communication paths
7Knowledge Management Processes
8The Knowledge Value Chain
We must recognise that there is a value chain for
Knowledge in just the same way that Michael
Porter (1985) proposed that business functions be
organised in terms of the value added to
customers.
Creation
Preservation
Integration
Transmission
Application
- Within the value chain, business processes and KM
processes interweave and at the touch points,
create the Points of Confluence that require
integration of KM practices
It can be argued that part of the societal role
of a university is to nurture and protect this
value chain
9Mapping to the Points of Confluence
Which KM processes are active at the points of
confluence in the Knowledge Value Chain and what
are we looking for ?
Preservation
Integration
Transmission
Application
Creation
Business Processes
Business Processes
Business Processes
Business Processes
Business Processes
Catalogue Store
Publish
Locate Retrieve
Discovery
- Netcasting
- Portals
- Low barriers to access
- Neural Networks
- Visualisation
- Case-based Reasoning
- Rule-based Systems
- Meta-data standards
- Semantic models
- 24x7 Secure Storage
- Data Warehouses
- Document Management
- Digital Archiving
- Information Request Brokers
- Search Engines
- Content extraction
- Intelligent Agents
- Query Tools
- Collaboration Space
10A Conceptual Architecture is Required to Position
Technologies Relevant to KM and Provide a Context
For Selection
Knowledge Portal
Interface
Knowledge Management services
Discovery Services
Collaboration Services
Taxonomy
Knowledge map
Information and process management
Knowledge Repository
Infrastructure
E-mail, file servers, Internet / intranet
services
Information and Knowledge Sources
WP
Email
World Wide Web
Corporate Databases
People
Collaboration Services Discovery
services Knowledge Map Knowledge Repository
supports knowledge sharing helps users to
retrieve and analyse the information in the
corporate memory provides a corporate schema for
knowledge classifications provides the
information management functions for captured
knowledge
11VALUE ASSESSMENT
12Commercial Organisations and Knowledge Management
Exploring value of KM from 3 perspectives
- Improvement in operating efficiency of business
processes which benefit from having access to
superior information at the point of need e.g
customer-facing and marketing processes, product
development etc - A knowledge-empowered organisation
- A way of addressing concerns over the loss of
corporate memory arising from the increasing
mobility of labour
If we only knew half of what we know, we would
be twice as profitable
Carla Fiorini, CEO Hewlett Packard Corp
13Commercial Organisations Investing in KM Are
Expecting a Return
14But are also interested in preserving Invisible
Equity
This illustration was developed using data taken
from the CWO Balance Sheet of 31 March 2001
Assets Finance
Current Liabilities Non Current Liabilities Visi
ble Shareholder Equity Invisible Equity
1.99
1.98
Current Assets Non- Current Assets
3.58
8.95
10.93
5.38
3.12
- The Invisible Balance Sheet
- Management Value-Add
Market Value 14.05 Billion
15Universities and Knowledge Management
Similar drivers towards business performance, but
the real value lies in enhanced research outcomes.
- Improving the velocity of information
- Increasing the impact of research (freedom of
access) - Long-term curatorship
The collaborative efforts of universities towards
Knowledge Management are likely to provide an
accelerator effect for research in each
participating institution. This,
dis-intermediation of the current publishing
business model, is something that will need to be
carefully considered.
16Universities and Knowledge Management.continued
Relevance to the core mission
- Protection of the Knowledge Value Chain can be
directly related to the core mission of
universities and the role they play in society. - Loosening of the traditional bonds between
faculty, students and institution brought about
by the impact of Information Technology, may
require even greater emphasis on the management
of knowledge
17For a university, the benefits Are Expressed
through Indicators of Research Performance
18So Whats Next?
- Identification of high-value business processes
student-facing, marketing, library, teaching and
research - Systematic, and detailed analysis of the Points
of Confluence - Benefits modelling
- Formalisation of architectures within which key
work practices technology decisions and standards
will be made - Prototypical approach to deployment, given some
technology life-cycles
19KNOWLEDGE MANAGEMENT
. . . . From Concept to Reality
The End Thank You
QUESTIONS?