2. ABSTRACT
La gestione della conoscenza è uno dei temi caldi di business
digitale nel 2016, e svolge un ruolo sempre più critico nella
società.
Assicurare la Conoscenza e l'ottimizzazione dei processi sono
quindi in cima alla lista dei desideri e delle agende di molte
aziende.
La mia nuova presentazione include modelli e linee guida per
l'attuazione delle pratiche e degli strumenti più importanti per
la gestione della conoscenza professionale.
3. AGENDA
EXPLANATION
KNOWLEDGE TYPES
SECI MODEL
KNOWLEDGE ADMINISTRATION
KNOWLEDGE IDENTIFICATION
KNOWLEDGE ACQUISITION
KNOWLEDGE DEVELOPMENT
KNOWLEDGE STORAGE
KNOWLEDGE ASSESSMENT
TOOLS
KNOWLEDGE TRANSFER
COLLABORATION
MEASUREMENT
5. COMMUNITY
Social change for the knowledge
community requires new action
in companies.
COMPANIES
Every company has different
circumstances, therefore each
must establish their own way to
deal with change.
ACTION
The planning and
implementation of these actions
can be summed up as
knowledge management.
KNOWLEDGE PROCESSES
This includes gathering all
strategic and operational
management tasks to control
knowledge processes within the
company in the best possible
way.
KNOWLEDGE MANAGEMENT
Development towards a Knowledge-Based Community
7. KNOWLEDGE MANAGEMENT
Benefits of Knowledge
IMPROVEMENT
in collaboration by preparing existing
and required knowledge
FACILITATION
by reducing the integration of new
employees
IMPROVEMENT
by recognizing the needs in regards to
required expertise
GAIN
more from new ideas and innovations
over time
EXPENSE REDUCTION
with knowledge research
MINIMIZING
the risks by identifying the critical areas
of knowledge
INCREASE
in the productivity resulting from
reducing time and cost
PREPARATION
in using existing knowledge
8. 8
KNOWLEDGE MANAGEMENT
Success Factors
1 Promoting support and committment from senior management
2 Integrating the mission statement and willing to invest
3 Centrally coordinating knowledge management
4 Implementing concrete applications
5 Implementing distinct and visible actions
9. 9
KNOWLEDGE MANAGEMENT
Application Errors from Knowledge Use
1 Employees are highly trained, but can not apply their knowledge.
2 One learns a lot within projects, but the knowledge gained is not passed on to others.
3 There are many experts, but the staff does not know who they are or where to find them.
4 Everything is well documented, but there is no structure in place to retrieve the information.
5 The best is always made, but this status will change after a few years due to competitive companies.
11. KNOWLEDGE TYPES
Explicit and Implicit
EXPLICIT KNOWLEDGE IS
DOCUMENTED KNOWLEDGE THAT IS
EASY FOR OTHERS TO GRASP.
IMPLICIT KNOWLEDGE EXISTS IN
THE EMPLOYEES‘ MINDS AND IS
THEREFORE DIFFICULT FOR
OTHERS TO GRASP.
WORK INSTRUCTIONS,
DOCUMENTED PROCESSES,
REPORTS, DRAWINGS…
EMPLOYEE
EXPERIENCE,
ROUTINES, AND SKILLS.
11
12. 12
KNOWLEDGE TYPES
Companies and Employees
ORGANIZATION PEOPLE
GENERAL EXPERTISE
Knowledge
EXPLICIT KNOWLEDGE
Well-articulated; inclusive with knowledge holders
ORGANIZATIONAL KNOWLEDGE
Knowledge of the organization
IMPLICIT KNOWLEDGE
Indirectly articulated; exclusively from knowledge
holders
INDIVIDUAL KNOWLEDGE
Knowledge of the organization‘s members
PRACTICAL KNOWLEDGE
Know-how
Knowledge
Types
13. KNOWLEDGE TYPES
In Companies
EXTERNAL KNOWLEDGE
Knowledge outside the company that is
freely available
INTERNAL KNOWLEDGE
Knowledge within the company
STRATEGIC KNOWLEDGE
Strategies, longterm goals
OPERATIONAL KNOWLEDGE
Knowledge about executing tasks
16. 16
New knowledge is internalized. It exists
as implicit knowledge and can be
passed on to others by socialization.
Knowledge is acquired implicitly
in operational collaboration.
SECI MODEL
Definition
Implicit knowledge is obtained,
documented and then converted
into explicit knowledge.
The newly created explicit
knowledge is combined with
existing explicit knowledge.
SOCIALI-ZATION
EXTERNALI-
ZATION
INTERNALI-
ZATION
COMBI-NATION
EXPLICIT KNOWLEDGE
IMPLICITKNOWLEDGE
IMPLICIT KNOWLEDGE
EXPLICITKNOWLEDGE
17. 17
Definition
SOCIALIZATION
e.g. meeting
EXTERNALIZATION
e.g. minute log
INTERNALIZATION
e.g. internalizing the
log
COMBINATION
e.g. collecting the log
for the server
From explicit… … by explicit
Fromimplicit……byimplicit
…by implicit From implicit…
…byexplicitFromexplicit…
SECI MODEL
20. KNOWLEDGE GOALS
Three Target Levels
NORMATIVE KNOWLEDGE GOAL
Corporately political and cultural aspects
STRATEGIC KNOWLEDGE GOAL
Processes for implementing the vision and
determining the future portfolio
OPERATIONAL KNOWLEDGE GOAL
Strategically ensuring actual implementation in
everyday business
21. KNOWLEDGE IDENTIFICATION
Introduction
Knowledge-based fields on
the main business
processes of a company
are defined.
By comparing the
defined knowledge to its
target points, action
can be inferred.
Existing internal and
external knowledge, as well
as any lack there of and all
associated knowledge
holders can be identified.
21
23. KNOWLEDGE IDENTIFICATION
Knowledge of the Employees
Education, Ability,
Potential
Special Knowledge
Manage-
ment
Knowledge
Product and
Product
Knowledge
GENERAL
KNOWLEDGE
ABOUT THE
ORGANIZATION
25. KNOWLEDGE GAP
These gaps found during
knowledge identification can
be filled by knowledge
acquisition.
NEW KNOWLEDGE
This is the beginning of new
knowledge for the company-
not the development of it.
EXISITING KNOWLEDGE
This knowledge should exist
across all sectors and be
extensively tested. Existing
knowledge often makes
knowledge acquisition
unnecessary.
ACQUISITION
New knowledge can be
acquired in various ways,
however requires strategic
procurement.
KNOWLEDGE ACQUISITION
Introduction
26. KNOWLEDGE DEVELOPMENT
Dreyfus Model for Skill Acquisition
NOVICE
Strict obedience to rules,
no experience, little
situational perception, no
discretionary judgement
COMPETENT
Still limited with
situational perception,
knows the aspect
guidelines and treats all
attributes and aspects
separately yet equally
PROFICIENT
Sets priorities, actions are
seen partly in longer-term
goals, deliberate planning,
standardized procedures
EXPERT
Perceives deviations from
the normal pattern, makes
decisions more easily,
assesses situations as part
of the „big picture“
MASTER
Has a wealth of
experience, creative
solutions and visions,
great intuition, breaks the
rules when needed, uses
analytic approaches
sparingly, makes good
decisions quickly yet
professionally
27. 27
Knowledge development is a complementary part of knowledge acquisition.
The focus is on developing new ideas and skills stressing great importance on innovation.
Then it comes to expanding existing knowledge internally or transferring internal
knowledge externally
KNOWLEDGE DEVELOPMENT
Introduction
27
28. KNOWLEDGE STORAGE
Introduction
DOCUMENTATION
Knowledge storage means that process knowledge, application
experience, successful solutions, etc. are documented.
LOSS OF KNOWLEDGE
Often knowledge is not sufficiently documented or shared and is
irretrievably lost.
29. KNOWLEDGE STORAGE
Important Aspects
Knowledge storage can be ensured meaning knowledge from
knowledge holders is decoupled and implicit knowledge is converted
into explicit knowledge.
Professionals with high expertise can bind the organization with
incentive systems and exit barriers.
Criteria should be worked out with the IT department, so knowledge
can be effectively and easily accessible in any documented form and
stored.
DECOUPLING
BINDING
ACCESS
30. KNOWLEDGE ASSESSMENT
Introduction
MEASUREMENT
The goal is based on calculating the value of intellectual capital, the
success of set knowledge objectives and their implementation.
ASSESSMENT
This allows assessment of the objectives and knowledge actions which
then form a basis for adapting systematically.
32. KNOWLEDGE ASSESSMENT
An intellectual capital report is a tool for displaying and
developing the intellectual capital of a company.
It shows the relationships among organizational
objectives, business processes, intellectual capital and the
success of an organization.
Intellectual Capital Report
The Intellectual Capital Report gives an account of the successful change of knowledge and accomplished business
success that took place.
32
33. KNOWLEDGE ASSESSMENT
Assessment of Intellectual Capital
BALANCE SHEET
PHYSICAL CAPITAL
Assets Liabilities
A. Fixed
I. Intangible*
II. Tangible
III. Financial
B. Current
I. Stocks
II. Receivables and others
III. Securities
IV. Checks, cash on hand, bank
balances
C. Deferred
I. Equity
I. Subscribed capital
II. Capital reserves
III. Revenue reserves
IV. Profit/ loss
V. Annual surplus/ loss
II. Provision
III. Debt
IV. Deferred
INTELLECTUAL CAPITAL
Human Capital Structural Capital
• Skills
• Social skills
• Employee motivation
• Leadership skills
• Cooperation and
knowledge transfer
• Management tools
• IT and explicit
knowledge
• Product innovation
• Process and method
innovation
• Corporate culture
Relationship Capital
• Customers
• Suppliers| Banks
• Partner | Associations|
Research institutes
• Investors
• Public relations
34. 34
IMPLEMENTATION
Knowledge Use
APPLICATION
Using knowledge productively means
converting it into action. The main
task is ensuring that the knowledge
is actually applied.
REWARD
This user-friendly availability of
knowledge is crucial, so that it is
worthwhile for the employee to apply
the knowledge in the first place.
KNOWLEDGE CULTURE
It is necessary to foresee organizational
and cultural conditions in order to
achieve a high level of acceptance in
knowledge application.
35. IMPLEMENTATION
The Knowledge Management Cycle
KNOWLEDGE
GOALS
KNOWLEDGE
ADVICE
KNOWLEDGE
STORAGE
KNOWLEDGE
IDENTIFICATION
KNOWLEDGE
ACQUISITION
KNOWLEDGE
DEVELOPMENT
KNOWLEDGE
USE
KNOWLEDGE
DISTRIBUTION
STRATEGIC LEVEL
OPERATIONAL LEVEL
Business process
Knowledge domains
Knowledge available
Knowledge demands
Feedback
1
2
4 5
7
8
3 6
36. IMPLEMENTATION
Expenses in the Project Process
LEVEL OF ACTIVITY
TIME
Product launching
Knowledge goals
identification
Project planning
Knowledge acquisition
Knowledge development
Project implementation
Knowledge distribution
Knowledge use
Project completion
Knowledge storage
Project management
Knowledge assessment
38. 38
We’re drowning in information and
starving for knowledge.
Rutherford D. Rogers (American Librarian)
39. TOOLS
Tools for Knowledge Management
While examining the knowledge processes and identifying potential for
improvement, tools must be chosen to administer company knowledge.
The tools should be introduced gradually so they do not overwhelm the
staff. They also shouldn’t be too extensive.
It is best to start with solutions that promise quick success and
demonstrate the benefits of knowledge management.
ADMINISTRATION
EXTENT
SUCCESS
40. TOOLS
Application Example
Meetings, workshops, symposiums,
dialogues
Knowledge tandems
Informal exchanges such as lunch or
coffee bars
Best Practice Sharing: exchanging,
publication, excursion
Lessons Learned
Story Telling
Knowledge maps, Yellow Pages
HUMAN
Document Management Systems
Content Management Systems
Group software
(cooperation und communication)
E-Learning platforms
Command and information systems
Digital knowledge maps
Social software (Wikipedia etc.)
Portals
Knowledge management systems
TECHNOLOGY
Responsibilities, providing resources
for knowledge management
Job rotation
Methods for knowledge planning
such as a work process analysis
Integrating customer knowledge
Communities of practice
Methods for knowledge assessment:
intellectual capital report
Rules for an open culture of
knowledge sharing
ORGANIZATION
42. 42
The purchase of external knowledge helps to increase internal quality and achieve business
goals.
It is important to check whether the expected performance is well received and whether an
outflow of personal knowledge was not greater than the benefits yielded.
EXTERNAL KNOWLEDGE ACQUISITION
Introduction and Possible Sources
ADVISOR
Hiring consultants to assist with
projects
COOPERATION
Collaborating with customers,
universities or other companies
43. FURTHER TRAINING
Introduction
Employees’ training and knowledge
distribution can be achieved with
all the possibilities of further
internal and external training.
INTERNAL AND EXTERNAL E-LEARNING BLENDED LEARNING
In addition to traditional classroom
training, technologies such as
webinars and other forms of e-
learning can be used.
Blended Learning is the way of
combining different forms of
learning and using the benefits
from all sectors.
46. A good decision is based on
knowledge and not on numbers.
Plato (Ancient Greek Philosopher)
47. INCENTIVE SYSTEMS
Introduction
CAPITAL
Knowledge is conducive to the
company and also represents an
employee‘s capital. Therefore it
must be worthwhile to share.
MOTIVATION
With the help of tangible and
intangible incentives, motivation is
created to share and store
knowledge with the company.
POLICY
This is the basis for successful
knowledge management, at which
the employee will sign a
„Knowledge Sharing Policy“.
48. INCENTIVE SYSTEMS
Reward Systems
INTANGIBLE TANGIBLE
RENUMERATION
DIRECT
e.g. nice colleague,
supervisors, praise
INDIRECT
e.g. status, prestige
DIRECTLY EXPECTED
compensation package
INDIRECTLY EXPECTED
compensation package
UNEXPECTED
e.g. bonus
QUALITY DEPENDENT
e.g. high profit margins,
customer satisfaction
-results-based-
PERFOMANCE-BASED
e.g. planned turnover achieved
-results-based-
IMMOVABLE
e.g. fixed monthly salary,
customer service
- input-based-
49. 49
JOB ROTATION
Benefits
DEPUTY
Work practices and new contacts
(networks)
Updating and strengthening of
knowledge
More confident
Can find work
MANAGEMENT
Competitiveness
Well-trained and motivated employees
Possibility of employee selection
Targeted collaboration with educational
institutions and employment services
CORPORATION
Lifelong learning
Possibility of new jobs
Sustainability and learned regions
EDUCATIONAL INSTITUTIONS
Market knowledge
Targeted collaboration with companies
Exportable services
EMPLOYED
Updating and strengthening knowledge
Workplace safety
Variety instead of routine
Career prospects
JOB
ROTATION
50. USABLE
For making existing
knowledge easy to find and
use, structured filing must be
put in place.
EFFICIENT
A sensible document storage
space is an effective method
to facilitate the use of explicit
knowledge.
CATEGORIZED
When categorizing, the
structure should be
adjustable and not binding.
Then, the most efficient
possible transfer of
knowledge can take place.
CONSISTENT
After setting the rights, the
existing structure must be
able to be updated.
STRUCTURED FILING
Documentation
51. CREATIVE TECHNIQUES
Knowledge Transfer and Expansion with Creativity
BRAINSTORMING
Collection of ideas through
spontaneous talk. The ideas
are collected and can be
reviewed later.
OSBORN CHECKLIST
Exaggerated questions
are used to find
new approaches. An
example is „interchanging
cause and effect“.
635 METHOD
Six employees each write
three ideas. After five
minutes, the ideas get
passed to the right and is
developed further.
MINDMAP
Ideas and priorities
of one subject are
represented by a branched
structure.
Here Here Here Here
53. 53
An individual coaching promotes the perception of individual behavior patterns and begins the process of
personal development in a professional environment. The goal is to increase the willingness to learn as well
as idea development through the promotion of targeted new knowledge application.
COACHING
ANALYSIS
DECISION-
MAKING
CHECK REALIZE
OBJECTIVES
PLAN
COACHING
54. 54
Through the networks and joint operation, the transfer losses are minimized and methodical, professional and
social skills are increased.
COMMUNITIES
Introduction
54
A group of people who are focused on a characteristic interest can help each other learn in
synergy from communication and content with the help of knowledge.
This results in a strong knowledge transfer and high identity formation through joint solutions,
in which the experience gained in everyday business can be used profitably.
56. COLLABORATIVE SOFTWARE
This software supports the collaboration of a group
through temporal and spatial distances.
Benefits are, for example, consistent user interface, simple
data exchange, decision support and file management
systems.
Introduction
The aim is to
increase work
efficiency
through comprehensive
and rapid circulation of
information
57. GROUP AND PROJECT WORK
Introduction
INFORMATION FLOW
Equal employee cooperation promotes
the horizontal rather than the vertical
flow of information.
OVERALL
With information being exchanged
across all departments, knowledge is
shared throughout the entire company.
KNOWLEDGE USE
Mutual support and different views
promote innovation and knowledge
use.
58. QUALITY CIRCLES
Introduction
VOLUNTARY
In quality circles, a
small group meets
regularly and works
out problems
independently and
voluntarily at their
own workspace.
MOTIVATION
Since participation is
voluntary, high
intrinsic motivation
exists to implement
new ideas and
exchange views on
problems and errors.
VALUE CREATION
Composing the group
should not be based
on regions or
products, but in the
value creation chain
of the company.
IMPLEMENTATION
The topics are chosen
by the group, edited
and then submitted to
the decision-makers.
The group then is
responsible for
implementing and
monitoring.
SOLUTIONS
Employees are looking
for even better
solutions for everyday
work. Some ideas are
generating quality
improvement and cost
reduction.
59. QUALITY CIRCLE
Levels of Work Quality
SUBJECT AND CONTENT LEVEL
Formulating the problem
Describing the problem and
determining the causes
Specifying what needs to be changed
Problem recognition
Problem relationships
Problem and cause analysis
Target determination
Designing a constructive working atmosphere
Clarifying different interests
Forming action plans
Implementing in practice
Reviewing actions
Realization planning
Realization
Monitoring
Turning those affected into participants
Developing alternative, creative solutions
Selecting the best actions and presenting to
the customer
Creative ideas / finding a solution
Solution assessment and selection
Confidence building as a supervisor
for creative work
Consensus building: dealing with majority and
minority
I.
IV.
II.
III.
SYSTEMATIC PROBLEM-SOLVING
METHODS
MONITORING INDIVIDUAL AND
GROUP OPERATIONS
PROBLEM SOLUTION
SHOULD
BE
Problem-
solving
AS
IS
IS
60. NEWSLETTER
Introduction
THEMES
By request, employees are sent
information on selected topics by
email.
PUSH / PULL
The recipient will receive regular
information after registering, and can
get more by calling separately.
CREATION
First the topics are defined and the
target audience is determined. Ideally,
the receiver can select topics.
61. DATABASE
Introduction
AREA-COUPLING
Although results are documented, there is usually no coupling among
individual areas and information on projects are saved under different
names without metadata.
EXPENSE REDUCTION
Through a coupled database, experts can be found from previous
projects and duplicating effort, avoided. The metadata of all company
projects are recorded in a database.
62. YELLOW PAGES
Since implicit knowledge can barely be stored, it is
important to find the right contact. Yellow Pages
represent the experts directory showing which
employees in which areas have that knowledge.
In addition to a directory of internally available
knowledge, contact databases are constructed, so
that each employee has an overview of who
collaborates with external partners and what
experience has been gained.
Introduction
62
64. 64
SKILLS MEASUREMENT
Introduction
THIS KNOWLEDGE CAN BE
MEASURED AND VISUALIZED
WITH THE HELP OF KNOWLEDGE
MAPS.
THE NECESSARY KNOWLEDGE
FOR ACHIEVING BUSINESS
OBJECTIVES IS DETERMINED BY
THE KNOWLEDGE OF ITS
EMPLOYEES.
BY DETERMINING THE ACTUAL
STATE, THE EMPLOYEE
QUALIFICATIONS ARE PLANNED
TO SCALE.