Knowledge Management KM Introduction

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Knowledge Management (KM) Introduction and Experie
nce Sharing
Kuo-Kuang Teng ???
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Agenda

• Whats KM
• The 3 Myths of KM
• The 4 Major Aspects of KM
• The 4 Components of KM
• Experience Sharing
• QA

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The basic economic resource is no longer capital,
natural resources, or labor. It is and will be
knowledge. -Peter Drucker
"The illiterate of the 21st century will not be
those who cannot read and write, but those who
cannot learn, unlearn relearn." -Alvin
Toffler When climates change rapidly dinosaurs
die!
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Whats Knowledge
Knowledge is a fluid mix of framed experience,
values, contextual information, expert insight
and grounded intuition that provides an
environment and framework for evaluating and
incorporating new experiences and information. It
originates and is applied in the minds of
knowers. In organizations, it often becomes
embedded not only in documents or repositories
but also in organizational routines, processes,
practices, and norms. -Dr. Davenport
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Whats Knowledge
Organized information applicable to problem
solving. Websters new world dictionary, 1990
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Whats Knowledge
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Categories of Knowledge

• Tacit Knowledge is personal, context-specific
  knowledge that is difficult to formalize, record,
  or articulate it is stored in the heads of
  people.
• Explicit Knowledge is that component of
  knowledge that can be codified and transmitted in
  a systematic and formal language documents,
  databases, webs, e-mails, charts, etc.

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Whats KM

• Management of organization knowledge for
  creating business value and generating a
  competitive advantage.
• Knowledge management is the ability to create
  and retain greater value from core business
  competencies.

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Knowledge is treated differently in four distinct
work settings.
Collaborative Groups
Collaboration Model
Integration Model

• Systematic, repeatable work
• Highly reliant on formal processes, methodologies
  or standards
• Dependent on tight integration across functional
  boundaries

• Improvisational work
• Highly reliant on deep expertise across multiple
  functions
• Dependent on fluid deploy-ment of flexible teams

Level of Interdependence
Transaction Model
Expert Model

• Routine work
• Highly reliant on formal rules, procedures and
  training
• Dependent on low level individual skills and
  automation.

• Judgment-oriented work
• Highly reliant on individual expertise and
  experience
• Dependent on star performers

Individual Actors
Routine
Interpretation / Judgment
Complexity of Work
- Andersen Consulting
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Knowledge management strategies aretailored to
the work model.
- Andersen Consulting
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We mapped a number of core business processes to
these work settings ...
Collaborative Groups
Integration Model
Collaboration Model
Design Engineering
Supply Chain Management
RD / Exploration
Sourcing / Procurement
New Product Development
Customer Service/ Call Centers
Level of Interdependence
Transaction Model
Expert Model
Account Planning
Brand/Product Management
Retail Operations
Financial Management
Marketing / Advertising
Fabrication / Assembly
Telemarketing
Individual Actors
Routine
Interpretation / Judgment
Complexity of Work
- Andersen Consulting
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The 3 Myths of KM
Myth 1 KM technologies can deliver the right
information to the right person at the right time.
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The 3 Myths of KM
Myth 2 KM technologies can store human
intelligence and experience.
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The 3 Myths of KM
Myth 3 KM technologies can distribute human
intelligence.
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What KM Is Not About

• KM is not knowledge engineering.
• KM is about process, not just digital networks.
• KM is not about building a smarter intranet.
• KM is not about a one-time investment.
• KM is not about enterprise-wide infobahns.
• KM is not about capture.

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Knowledge Conversion
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Socialization implies sharing tacit knowledge
between individuals, empathizing with colleagues
or customers. This means time has to be spent
together so that knowledge can be acquired
through physical proximity. Externalization
involves the expression of tacit knowledge and
its translation into comprehensible forms that
can be understood by others. An individual
commits to a group and becomes one with the
group. The expression of tacit knowledge is in
fact its conversion into explicit knowledge and
to be able to do this figurative language and
visuals are essential. Combination is the
conversion of explicit knowledge into more
complex sets of explicit knowledge. Key issues
are communication, diffusion and the
systemization of knowledge. New knowledge is
spread among the organizational members and this
knowledge is edited making it more
usable. Internalization is the conversion of
newly created explicit knowledge into the
organization's tacit knowledge. The individual
has to identify the knowledge relevant to one's
self within the organizational knowledge.
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Knowledge Circle
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The 4 Major Aspects of KM
Knowledge Sharing is the extent to which people
share their knowledge. Knowledge (know what,
how, why) Motivation to Share (organizations
culture, reward practice) Ability to Share
(proper knowledge articulating) Knowledge
Elicitation Practices (interview, GroupWare)
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The 4 Major Aspects of KM
Knowledge Accessibility is the extent to which
people have access to the information they need
to make decisions, solve problems, perform job
tasks and service customers. KShare Knowledge
Organization (information narrowing, filtering)
Knowledge Dissemination (application,
GroupWare, training sessions, resource libraries,
yellow pages, forum),
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The 4 Major Aspects of KM
Knowledge Assimilation is the extent to which
people learn or assimilate the knowledge they
need to perform well. KAccess Motivation to
Learn (individual, environment, reward) Ability
to Learn (experience)
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The 4 Major Aspects of KM
Knowledge Application is the extent to which
people apply or use knowledge to effectively make
decisions, solve problems and service
customers. KAssim Opportunity to Apply
(managerial style, organization culture)
Motivation to Use (belief, organizational
consequences) Ability to Use (hiring,
placement, coaching, evaluation)
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Architecture of EKP
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The 4 Components of KM
Repositories hold explicated formal and informal
knowledge and the rules associated with them for
accumulation refining, managing, validating,
maintaining, annotating (adding context), and
distributing content.
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The 4 Components of KM
Collaborative Platforms support distributed work
and incorporate pointers, skills databases,
expert locators, and informal communications
channels.
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The 4 Components of KM
Networks support communications and conversation.
These might include hard networks such as your
companys leased lines, your intranet, your
extranets, and soft networks such as shared
spaces, industry-wide firm collaborations, trade
nets, industry forum, and exchanges (both live
and teleconferenced).
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The 4 Components of KM
Culture enablers to encourage sharing and use of
the above.
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Factors Lead to Successful KM

• Link to economic performance or industry value
• Technical and organizational infrastructure
• Standard, flexible knowledge structure
• Knowledge-friendly culture
• Clear purpose and language
• Change in motivational practices
• Multiple channels for knowledge transfer
• Senior management support

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Experience Sharing

• Top-Down
• Top Manager Endorsement
• KM baked Into Work
• On-Line Skills Inventory
• Knowledge Map
• Security Control
• Culture Change
• Award Recognition
• Start From Small

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QA
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The 9 reasons for KM Now

• Companies are becoming knowledge intensive, not
  capital intensive.
• Unstable markets necessitate organized
  abandonment
• KM lets you lead change so change does not lead
  you.
• Only knowledgeable survive.
• Cross-industry amalgamation is breeding
  complexity.
• Knowledge can drive decision support like no
  other.
• Knowledge requires sharing IT barely supports
  sharing.
• Tacit knowledge is mobile.
• Your competitors are no longer just on the West
  Coast.

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The 10-Step KM Road Map
1. Analyze the Existing Infrastructure 2. Align
KM and Business Strategy 3. Design the KM
Infrastructure 4. Audit Existing Knowledge Assets
and Systems 5. Design the Knowledge Management
Team 6. Create the Knowledge Management
Blueprint 7. Develop the Knowledge Management
System 8. Deploy, Using the Results-driven
Incremental Methodology 9. Manage Change, Culture
and Reward Structures 10. Evaluate Performance,
Measure ROI, and Incrementally Refine the KMS
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Companies Face Greater Challenges
New entrants posing threats
Need to capture experience
Fast to market, agility, flexibility
Desire for growth
Global Competition
Need for complete and timely communications
Aggressive competitors
Internal

• New products and services

Changing technology
Customer
Economic
Higher expectations for quality, value
Shareholder value
Customer enthusiasm
Demands for efficiency
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Four Factors to Address Challenges

• Innovation

• Speed

• Better Decisions

• Efficiency

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Addresses These Factors ...

• Innovation - Building on past achievements to
  provide innovative and valuable solutions in the
  future

• Speed - Reducing time to market/cycle time
  through process improvement

• Better Decisions - Leveraging shared information
  to make more informed decisions

• Efficiency - Transforming static processes into
  dynamic improving ones more with fewer resources
  by leveraging collective expertise

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Continuous Accelerating Change - Role of
Knowledge Capital

• The role of knowledge capital is to equip your
  organization for an ongoing cycle of delivering
  continuous improvement, astounding solutions, and
  transformation