Knowledge management ppt @ bec doms mba genral

1. Knowledge Management

2. What is Knowledge?
 The Old Pyramid
 data
 information
 knowledge
 wisdom
 Information that changes something or somebody—
becoming grounds for action by making an individual, or
institution capable of different, more effective action
 Drucker, The New Realities

3. What is Knowledge
Management?
 More definitions than  More varieties than
Webster Heinz 57
 Wiig  British Petroleum
 Drucker  Buckman Labs
 Rumizen  Ford
 Neilson  Others
 My Take

4. A few Foundation Principles and
Building Concepts
 Knowledge Influences
Success
 Knowledge Resides in the
Heads of People
 Two Types of Knowledge
 Codified
 Personalized
 Knowledge Sharing Requires
a Conduit to Happen
Systemically
 Technology is the conduit
 Knowledge Sharing Requires
Trust
 KM embraces both the
Knowledge Based

5. Knowledge Influences Success
 Peter Drucker (the one
factor)
 Toffler (Survival in
Knowledge Age is not
who can read or write
but who can learn and
unlearn quicker)
 Nonaka (the cutting
edge)
 Tom Peters (sum total of
value-added)
 Handy, Drucker (primary
factor of productivity)

6. Knowledge Originates and Resides in the Heads
of People and the Two Types of Knowledge
 Explicit – knowledge that is codified, recorded, or
actualized into some form outside of the head
 Books, periodicals, journals, maps, photographs, audio-recordings
 Webpages, websites, portals
 Tacit – Knowledge from experience and insight, not in a
recorded form, but in our heads, intuition
 Intellectual capital -
 Doesn’t mean much unless packaged in useful ways
 technology and global environment is redefining “useful ways”

7. Technology Enables New Knowledge
Behaviors
 Technology shapes how
we live (radio, television,
computer,
biotechnology)
 Pushes KM, doesn’t
drive it
 Facilitates flow of
knowledge
 One look, one feel
 Easy access
 Easy dissemination
(push-pull)
 Different storage (from
paper to digits)

8. Knowledge sharing and transfer
requires trust
 Trust is hard to build in cyberspace
 Trust usually requires initial face-to-face
 Sharing must be open and reciprocal
 Based upon a commonality
 Time to do so
 Social identity in cyberspace

9. Shift from Managing Stocks of Stuff to Managing
Flows of Knowledge (Nielson)
 Librarians use to managing
stuff
 Books
 Magazines
 Cassettes
 Administrators use to
managing stuff
 Buildings and furniture, land
 People
 Money
 Automators use to Managing
Stuff
 Computers
 Fiber optics
 Bandwidth

10. KM Embraces the Learning
Organization and the KBO
 Peter Senge, The Fifth Discipline
 Learning Styles (Visual, Auditory, Kinesthetic)
 Change Intervention Styles (Engineer, Teacher,
Socializer, Commander)
 Adult Learning Theory (Experiential, Critical Reflection,
Self-Directed)
 Share knowledge to learn quicker, relearn and “unlearn”
faster
 What is a KBO?

11. Knowledge Requires Capture, Organization,
Access and Leverage
 OLD WAY  NEW WAY
 Capture form is written,  Capture from is digits in
auditory or graphical cyberspace
representations  Organization via software
 Organization is via tables of programs designed upon
content, indexes, classification engineering principles,
systems used by publishers, mathematical equations, word
libraries, etc associations in cyberspace
 Access when physical body 24/7/365
goes to where the knowledge is  Access wherever the physical
located…a library, a company, bodies link via computers
a research laboratory, a school  Tacit knowledge tapped using
 Tacit knowledge rarely tapped many different technological
 Leverage is a sum game tools
 Leverage is exponential,
multiples upon multiples

12. Knowledge Work Activities
Ac q u i r e
An a l yz e
O r g a n i ze
C o d i fy
Co m m u n i
c a ttei l i z e
U
Re sult

13. Knowledge Architectures: It Takes a
Lot -- the Four Pillars KM
Environmental Influences
Political Governmental
Social Economic
KNOWLEDGE MANAGEMENT
The Architecture of Enterprise Engineering
LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING
Business Culture BPR E-mail Intuition
Strategic Planning - Processes OLAP Innovation vs.
- Vision and Goals - Procedures Data Warehousing Invention
Climate Metrics Search Engines Learning
Growth MBO Decision Support Community
Segmentation TQM/L Process Modeling Virtual Teams
Communications Workflow Management Tools Shared Results
Communications Communications Exchange Forums
Communications
LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING
MULTIPLE DISCIPLINES
Systems Engineering Organization Development Systems Management Organization Behavior
Stankosky, Calabrese, Baldanza, 1999

14. AKM Goals & Structure
GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5
GOVERNANCE
STRUCTURE
PRACTICES
CAPITAL
HUMAN
INFO-
AKO
BEST
Initiatives
Enterprise Elimination Distributed National Security
LandWarNet
Portfolio Mgmt of Applications AKO Personnel Sys
Battle Command Integrate Human Resource
Architecture NCES Services
Knowledge System Reserve Component Planning
Capital Planning & Foxhole to Factory Enterprise Key component Professionalization
Investment Mgmt Processes Directory Services Of LandWarNet of Workforce
Army Regulations Collaborative NETOPS CONOPS Standard Army Institutionalize AKM
& Policy Revisions Processes Defense In-Depth
In- Web Presense in Schoolhouses
AKM Strategic Achieve eArmy Server and Processing Common Uwer Information Operations
Communications Plan Transformation Center Consolidation Interface Assets

15. KM is different from a KMS
 KM is whole ball of wax (people, technology,
processes, learning, business)
 KMS is a knowledge management system that
makes it happen
 KMS is comprised of four components
 Content management applications
 Expertise locator applications
 Collaboration
 Portal
 All tightly integrated

16. KM Important Lessons Learned
 KM - beyond fad – a distinct management concept
suggesting it’s prudent to manage the intellectual assets
of an enterprise, to cultivate for advantage in the
marketplace
 KM is complex, integrative with other disciplines
 Old skills and abilities don’t necessarily work in KM
environment – must be redefined, polished, updated
 Principles and concepts are not new- what’s new is the
merger with technology to do so and practical
applications
 Librarians have many skills that apply to KM