4. What is …. ?
Knowledge Management is the explicit and systematic management
of vital knowledge - and its associated processes of creation,
organization, diffusion, use and exploitation.
- David Skyrme
Explicit – Surfacing assumptions
Systematic – Well organized
Vital Knowledge – Need to focus [“Resources are scare”]
Processes – Set of defined activities and tools
5. Knowledge…. What is it ?
Tacit Explicit
What you know… Other sources of info.
6. The Essentials….
Customer Knowledge - About our customer
Knowledge in Process – Applying best know-how in job
Knowledge in Products & Services – Smarter Solutions to match
demand
Knowledge in People - Nurturing & Harnessing Brain power
Organizational Memory – Drawing on lessons from past
experiences
Knowledge in Relationships – Deep personal knowledge &
collaborations
Knowledge in Assets – Measuring & managing intellectual capital
9. Sharing & Learning
Learning Networks
Sharing Best Practice
After Action Reviews
Structured Dialogue
Cross Functional Teams
Communities of Practice
14. Facts need to know…
About Your Organizational Context
About Communications
About Information and Knowledge
About Intellectual Capital
About Information and Communications Technologies
About Innovation and Creativity
About Human Resource Management
About Intangibles
15. Myths About …
It's New
It's a Fad
It's Just About Continuous Improvement
It Must Be Led From the Top
There's no obvious pay-back
Knowledge Centres are Libraries Relabeled
The Best Ideas Are Generated in the Office
16. Making it work…
How ?
Better sharing of
Creating new knowledge
known knowledge
17. Knowledge into Practice
Knowledge database
Knowledge mapping
Groupware / intranets
Knowledge centres
Knowledge webs
21. Success Stories – Nokia…
Driving Factors
Ability to innovate
Maximizing intellectual assets
Promoting customer value and loyalty
“Creating a knowledge culture focused on learning, which encourages
creativity, innovation and renewal.”
22. Success Stories – Scandia…
Driving Factors
Contribution of managing knowledge to generating
shareholder value
Champion of value creation and is one of the leading proponents of
managing intellectual capital
“Believes that it is the responsibility of each employee to be actively
involved in value creation.”
23. Success Stories – Commerce Bank..
KM solution was based on….
More than 250 workflows
Knowledge Base and other KM tools based on Lotus
KM Strategy
Evaluate e-mails
Evaluate integrate calendaring & intranet functionality of
Notes & Domino.
Evaluate bank processes and KM processes
24. Success Stories – Commerce Bank..
Business Benefits
Shortened transaction approval processes by 50%
Immediate response on customer query.
Improves intra-company communication
HR workflow search on jobs, compensation, sharing HR
information.
Finance w/f helps to enterprise-wide teller recap/recon..& roll up.
28. Thoughts…
“You can't see it; you can't touch it; yet it makes you rich” -
Tom Stewart
“Not everything you count counts, and not everything that
counts is counted“ - Einstein
29. What is it… ?
Intellectual capital includes assets such as brands, customer
relationships, patents, trade marks and, of course, knowledge
30. What is the worth of it… ?
Can we measure this…. ? [ Intangible Asset ]
If “Yes” then how to value …. ?
31. The Pressure to Measure
Truly reflect the net asset value of the Company
The Growing demand for the intangible assets in the market.
“What‟s get Measured gets managed better”
It supports a corporate goal of enhancing shareholder value
Attractive information for the potential and existing investors
33. New Types of Measurements
"If you're not keeping score, you're only practicing"
Balance Score Card by Kaplan & Norton [Measures of
Customers , Innovation & Internal Processes, Learning & Growth]
Economic Value Added by Stern Stewart [ROCE & Market Value
Added]
The Scandia Navigator – Balance Score Card + Value Creation
Model.
Intangible Assets Monitor by Karl Erik Sveiby [External &
Internal Structure and People Competencies]
Intellectual Capital Index –
35. Guidelines for Success
Awareness and understanding
Common Language.
Indicators.
Measurement Model
Measurement Systems
Process
"You need good mental models, before you can develop good
management models"
36. Information Resources
Management [IRM]
“Drawing in data, yet starved of information”
Ruth Stanat [„The Intelligent Organization‟]
37. Are we overloaded with data….?
Thousands of web sites
CDs‟ / Online Libraries
Newsletters / Subscriptions / e-mails
Receiving data from Mobile media
Meetings / Discussions
Business Broachers / Leaflets
Audio / Visual media
38. So what’s happening…?
“We don‟t have vital information for Management Decision
Making”
“Organizations‟ fail to recognize information as a strategic
resource”
We So much Data
Scattered
Have Un-presented
39. Then what we want
Information
The Place
Format
Right Time
40. Key activities in IRM
Identification - What Information is there
Ownership - Who is responsible for different information
entities and co-ordination?
Cost & Value - A basic system for making judgments on
purchase and use
Development - Increasing it‟s value or stimulating demand
Exploitation - Proactive maximization for value for money
41. Benefits of implementing IRM
Strategy
Identifies gaps and duplication of information
Clarifies roles and responsibilities of owners and users of
information
Provide costs saving in the procurement and handling of
information
Identifies cost/benefits of different information resources
Actively supports management decision processes with
quality information
43. How to manage information as a
strategic resource
Understand the role of Information
Assign Responsibility for Leading your IRM Initiative.
Develop Clear Policies on Information Resources
Conduct an Information Audit (Knowledge Inventory).
Develop Appropriate Technological Systems
Introduce mining and refining processes.
Optimize your information purchases.
Mix hard/soft, internal/external.
Systematic scanning.
Encourage a Sharing Culture
46. K-Commerce
“Trading Knowledge via electronic networks”
In Practice…
Knowledge Intensive Products & Services
Internet as a Strategic Business opportunities
E-Commerce – Splitting explicit knowledge
Marketing – Improving the quality of relationship marketing.
48. How to Success…
Act Fast – Proactive
Use existing knowledge initiatives
Add human touch
Interactive web sites
49. How to convert knowledge into
Products/Services
Best practices to Best Practice databases
Expertise directories to Consultancy Teams
Intellectual assets to IPR
Intranets to Extranets
Domain know-how to Expert systems / consultancy
Internal Communities to Membership Communities.
Customer Knowledge to Customer Databases
Knowledge centers to Advisory services