Knowledge Management Concepts and Frameworks by Dr. José Cláudio C. Terra - www.terraforum.com.br

1. Knowledge Management:
concepts
frameworks
Dr. José Cláudio C. Terra
Paris, 9 Février 2005

2. Knowledge Management
What‟s hot What‟s emerging
• Corporate Universities • Knowledge Strategy
• E-learning • Taxonomy
• Competence Mapping • Innovation Networks
• Portals & Content Management • Knowledge markets
• Communities of Practice • KM
• Yellow Pages • Knowledge Protection
• Lessons Learned • Intellectual Capital Measurement
• Competitive intelligence • Project Management & KM
• Idea Management • Corporate Memory
Paris, 9 Février 2005 p. 2

3. KM in Brazil: what we have been working on…
 Knowledge Management
 Innovation Management
 Corporate Portals
 Business Intelligence
Paris, 9 Février 2005 p. 3

4. KM in Brazil: what we have been working on…
 Strategic Level  Tactical Level  Operational Level
 Broad KM-readiness
Assessment  Change management  Implementation of
corporate portal
 Model for KM  Organizational Memory
Governance for Holding  Implementation of
company  Selection of corporate Communities of Practice
portal & collaboration
 Model for KM technologies  Yellow pages
Governance for  Development of
Government  KM applied at large
engineering projects taxonomies
 Model of Governance  Method of KM
associated to ISO 9000  Benchmarking of KM
projects  Usability
 Strategy for knowledge
protection  Idea & Innovation  Digital environment for
Management collaboration and project
 Roadmap for prioritizing management in R&D
KM initiatives Consulting for e-learning
projects  Competitive Intelligence
 Modelling of Knowledge portals
market & CoPs
Paris, 9 Février 2005 p. 4

5. KM: what kind of skills have proved very useful…
Knowledge & Learning theories
• Strategists • Information
architect
• Change
Management •Taxonomy
experts
• Work & Process
• IT experts
designers
Project Management
Paris, 9 Février 2005 p. 5

6. The Context for KM
“What Knowledge Management offers us is insight
into aspects of management that we have failed to
understand properly because of our failure to
consider the nature and characteristics of
knowledge”
Professor Robert M. Grant, Georgetown University
Paris, 9 Février 2005 p. 6

7. Key Assumption
Organizations that are market leaders tend to
excel in product leadership, operational
efficiency, or customer intimacy. These
organizations work hard to fully leverage both
internal and external expertise, ideas, and
information for strategic and tactical advantage.
In other words, KM is integrated, strategic, and
pervasive.
Paris, 9 Février 2005 p. 7

8. Key Assumptions
Knowledge processes do not generate value if
disconnected from business processes and
priorities.
Paris, 9 Février 2005 p. 8

9. Operational Definition of KM
“KM means focused attention on and constant
improvement of the key processes, people
issues and technology involved with the creation,
identification, organization, dissemination,
protection and usage of strategic knowledge in
order to improve the firm’s results and benefit
employees’ on-going learning.”
Paris, 9 Février 2005 p. 9

10. What kind of knowledge has value for organizations?
 Tacit – abstract
 Tacit – know-how
 Competences
They demand very
 Metaphors, Values and Stories
different approaches
 Spoken
 Codified (scientific, processes, softwares)
 Embodied
Paris, 9 Février 2005 p. 10

11. Some ideas about knowledge...
 We know a lot more than we can tell
 Knowledge depends on context
 Knowledge is socially built
 Knowledge is cumulative
 Knowledge may take a long time to develop and
then... Eureka!
 Complexity demands multiple types of knowledge
 Knowledge is revealed in action or in its products
Paris, 9 Février 2005 p. 11

12. Objectives of Knowledge Management
KM: it is necessary to have a double
perspective !!!
Organization’s perspective
Employee’s perspective
Paris, 9 Février 2005 p. 12

13. Employee’s perspective
The Needs of the Knowledge Worker?
Paris, 9 Février 2005 p. 13

14. Employee’s perspective
The Needs of the Knowledge Worker?
Balance personal and
professional life
Know what and who to trust
Balance individual and team
work Manage information
Access many applications overload
throughout the day Publish information and
Save time and avoid low- knowledge to specific
value activities audiences
Work anywhere
Paris, 9 Février 2005 p. 14

15. Employee’s perspective
The Needs of the Knowledge Worker?
Learn continuously
Have access to information and
knowledge anytime, anywhere
Develop one’s own identity
Be positively surprised
Collaborate with others Be heard and recognized
• from same department
• from other departments
• from other organizations
Paris, 9 Février 2005 p. 15

16. Knowledge Worker: how do they learn?
Telling Stories Knowing what to
Teaching learn
Formal Education Reflecting
Corporate Training Writing
Access to Information Chatting
Working – Doing –
Wanting to
Making Mistakes / Innovating
Learn
Paris, 9 Février 2005 p. 16

17. Knowledge Management: Key Knowledge Actions
Fostering a
Connecting Connecting
supporting
people to people people to content
environment
Ideas
Expertise Information
Encouraging creative
Directing cross silo Providing an appropriate communities
collaborative working architecture
Supporting idea sharing
Encouraging learning Preventing information and application
and insights duplication and filling gaps
Facilitating the identification
Building external networks Mobilizing customer, market of relationships
and competitor intelligence
Turning good practice into Providing the time and
common practice Developing processes to permission for reflection
capture intellectual capital
Ensuring that expertise can Valuing diversity and
be located fresh eyes on problems
and processes
Adapted from Knowledge Proposition, TFPL.
Paris, 9 Février 2005 p. 17

18. Knowledge Management: issues related to k transfers..
CONTEXT AND TYPE
OF KNOWLEDGE
Characteristic Characteristics
of of
individuals environment
Processes and Infrastructure
Paris, 9 Février 2005 p. 18

19. Sharing can be a source of personal power
Institutional
and Intrinsic
Organizational Rewards
Rewards
Personal
Learning
Productivity Personal &
&
Effectiveness
Power Solving
Networking
Personal
&
Currency
Visibility
Paris, 9 Février 2005 p. 19

20. Sharing can be a source of personal power
Institutional Personal
Networking Learning Intrinsic
and Producitivity Personal
& & Rewards
Organizational & Currency
Effectiveness Visibility Solving
Rewards
NOT NOT NOT NOT NOT NOT
IMPORTANT IMPORTANT IMPORTANT IMPORTANT IMPORTANT IMPORTANT
VERY VERY VERY VERY VERY VERY
IMPORTANT IMPORTANT IMPORTANT IMPORTANT IMPORTANT IMPORTANT
Paris, 9 Février 2005 p. 20

21. Objectives of Knowledge Management
KM: it is necessary to have a double
perspective !!!
Organization’s perspective
Employee’s perspective
Paris, 9 Février 2005 p. 21

22. Objectives of Knowledge Management
Integrate
Provide
Not reinvent External Reduce
Relevant
the Information & Silos of
Information
wheel Knowledge Information
J.I.T.
Protect Map Facilitate
Sell
Knowledge
Intellectual
Capital
K.M. Individual
Competencies
Individual
Contribution
Increase
Internal and Integrate
Acelerate Collaboration
External Divisions and
Learning at all
Benchmark Companies
Levels
Paris, 9 Février 2005 p. 22

23. Managing Knowledge can be supported by many types of initiatives...
New knowledge
Codification Organization Sharing Dissemination Protection
& Innovation
M&A Succession Corporate Communications
planning
Strategic
Benchmarking
Hiring Knowledge
„Story telling‟ Protection
Competitive Intelligence
Competence Mapping of processes
Centers Enterprise Memory
Mapping of competences
Community of Practices
Organizational
Development
Lições Memory of Projects Coaching & mentoring
aprendidas
Innovation Processes
Climate Surveys
Programa de Career planning
idéias
Lessons Learned & Best Practices
Yellow pages of experts
Knowledgebases Search engines
Security Policies
Corporate Portals & Content Management
IT
Blogs e Wikis
E-Learning
Taxonomy
Client & Supply-chain Portals
Document Management
Paris, 9 Février 2005 p. 23

24. It is a good idea to start with the top management issues!
Knowledge
X Management
Paris, 9 Février 2005 p. 24

25. It is a good idea to start with the top management issues!
Core Competence & Key business processes
Knowledge domains
IT infrastructure
K culture
Knowledge & information sources
Knowledge challenges
Knowledge methods
Knowledge governance
Paris, 9 Février 2005 p. 25

26. KM needs to be integrated in the management system of
the organizations ...
Management System
KM - Macroprocesses
Shared
Corporate Priorities Budget Accountability
Alignment Resources
Replicate Change Tested IT
Methods Management platfoms
Process-oriented KM
Paris, 9 Février 2005 p. 26

27. ...Each process needs to incorporate KM methods and
tools....
Business Processes
Inovate/create
Protect Codify
KM
cycle
Disseminate Organize
Sharing
Paris, 9 Février 2005 p. 27

28. ...one should, however, start by the business issues...
 what is the business issue?
 what is the scope of the work?
 what kind of knowledge is involved?
 what is the knowledge challenge?
 which methods can be used?
 what kind of tools will need to be used?
 what kind of governance needs to be in place?
 how can the results be measured?
Paris, 9 Février 2005 p. 28

29. Measuring Results in KM initiatives
Business
Innovation
Additional Sales Lead-time reduction Cost reduction
Problem Resolutions
Impact
Competence development
KM
Process Auditing Activities - Acess
Talent retention Satisfaction level
Global Perspective Activity - Inputs
Factors
Integration Performance of Systems
Qualitatives Quantitatives
Type of Measurement
TerraForum Consultores ©
Paris, 9 Février 2005 p. 29

30. A few reflections on measuring KM
 You only manage what you measure!
 Quantitatives x Qualitatives
 Leaders x Managers
 Time x ROI
 Knowledge worker productivity
 Cost of doing business
Paris, 9 Février 2005 p. 30

31. A few reflections on measuring KM
Not everything that counts can be counted;
Not everything that can be counted, counts...
Albert Einstein
Paris, 9 Février 2005 p. 31

32. Approach: Broad KM Assessment
KM: 7 Dimensions
 D1 – Strategy & Senior Management
 D2 – Information Systems & Communication
 D3 – Organizational Culture
 D4 – Work Processes & Organization
 D5 – Human Resources Management Policies and Practices
 D6 – Measurement of Results
 D7 – Learning through Partnerships & Monitoring of Environment
Paris, 9 Février 2005 p. 32

33. The Seven Dimensions
 Why 7 Dimensions- PART I
 KM is not a single project, but a series of initiatives aimed at
improving knowledge processes
 There are underlying organizational characteristics and
management practices that make KM more or less effective
 A number of market leaders excel at managing knowledge
without having ever heard about “knowledge management”
 Major failings in one dimension may prove fatal to KM initiatives
Paris, 9 Février 2005 p. 33

34. The Seven Dimensions
 Why 7 Dimensions- PART II
 The 7 Dimensions Methodology looks into key aspects that
organizational theory has shown to influence how valuable
information, ideas and knowledge is created, organized,
validated, shared, used and protected in organizations.
 Knowledge processes are embedded in the political, cultural,
social and working processes of any organization.
 the 7 Dimensions approach looks into the enabling conditions
(the fundamentals) that make the knowledge management
perspective a sustainable proposition.
Paris, 9 Février 2005 p. 34

35. The Seven Dimensions
 Why 7 Dimensions- PART III
Each typical organizational knowledge management
goal (e.g. Innovation, learning, sharing, etc) happens
in a complex setting not as a result of an isolated
action (e.g. new collaboration software), but of
multiple and intertwined actions that occur over time
and reinforce each other
Paris, 9 Février 2005 p. 35

36. Key Ties between 7 Dimensions & KM
D1- Strategy Leadership, Alignment & Value of Intangibles
D2- Information Access, Organization, Validation, Publication,
Dissemination, Protection
D3- Culture Support for Innovation, Sharing, Systemic Thinking
and Ethical Behaviour
D4- Work Process Embedding KM-related practices into work
D5- HR Practices Supply, Nurturing and Reward of Talents and
Appropriate Behavior and Results
D6- Measurement KM-related and relevant practices and results are
monitored and lead to action
D7- External Links Valuable Information, Ideas and Knowledge
exchanges with the environment
Paris, 9 Février 2005 p. 36

37. A successful Knowledge Management strategy is based on an effective diagnosis –
one that is holistic and multifaceted...
Paris, 9 Février 2005 p. 37

38. … evaluating important characteristics of organizations based on, and guided
by, learning and knowledge.
Knowledge 7 Dimensions
Processes  D1  D2  D3  D4  D5  D6  D7
Innovation Framework
Organizational Alignment
Individual Learning
Information Access and Use
Organizational Sharing
Publishing and Documentation
Asset Protection
Paris, 9 Février 2005 p. 38

39.  D1 – Senior Management, Vision and Strategy
 This dimension covers:
 Strategic competencies
 Organizational knowledge map
 Knowledge vision and strategies
 Intangible assets value
 Organizational alignment
 Knowledge Management leadership
Paris, 9 Février 2005 p. 39

40.  D2 – Information and Communication Systems
 This dimension covers:
 Communication channels
 Information and communication transparency
 Information asset governance
 IT implementation and infrastructure
 User experience
 Information architecture (e.g. Taxonomy)
 Information security
 Collaboration
Paris, 9 Février 2005 p. 40

41.  D3 – Organizational Culture
 This dimension covers:
 Organizational mission and core values
 Standards and valued behaviour
 Trust
 Learning
 Sharing
 Innovation
 Critical thinking
 Openness and respect for diversity
Paris, 9 Février 2005 p. 41

42.  D4 – Organizational Procedures and Work Design
 This dimension covers:
 Teams
 Roles and responsibilities
 Informal and formal networks
 Reflection and learning processes
 Decision-making processes
 Problem-solving processes
 Documentation processes
Paris, 9 Février 2005 p. 42

43.  D5 – Human Resources Policies and Practices
 This dimension covers:
 Recruiting policies and practices
 Training strategies
 Career planning
 Talent management
 Competencies and strategic imperatives
 Recognition and rewards systems
 Knowledge retention
Paris, 9 Février 2005 p. 43

44.  D6 – Results Measurement
 This dimension covers:
 Measurement sytems and methods
 Customer focus
 Role of information systems
 Impact on individual and organizational capabilities
Paris, 9 Février 2005 p. 44

45.  D7 – Environmental and Situational Learning
 This dimension covers:
 Customer relationships
 Supplier and partner relationships
 External expertise exchange
 Benchmarking
 External assessments: policies, markets, government
Paris, 9 Février 2005 p. 45

46. The 7 Dimensions and 100 Management practices© diagnostic model is founded on
established pratices and on a solid theoretical background. It uses innovative and
descriptive statistical techniques.
Innovative and
Theoretical and The 7
descriptive statistical
practical grounding Dimensions and
techniques to analyze,
within Knowledge 100 Management
interpret and display
Management practices©
results
Paris, 9 Février 2005 p. 46

47. The diagnosis helps to establish KM priorities based on internal and external factors
Step 1. Step 2.
Alignment with the Understand the
Organization‟s Environment Surrounding Environment
•Target Audience •Comparative Organizations
•Core Processes •Industry Trends
•Governance
Prioritized
Action Items
Step 3. KM Assessment
The Ideal State The Desired State
Triggers Measurable
Response and a Plan Difference
The Worst State The Current State
Paris, 9 Février 2005 p. 47

48. The diagnosis is part of a structured process of clear and well defined phases
and can be regularly applied to evaluate the progress of a program in each of
the knowledge dimensions.
Planning Context Survey Analysis Workshop
 Explanation of  Explanation of  Email invitations  Results and  Presentation of
the concepts the concepts with individual statistics are results and
passwords consolidated recommendations
 Analysis of the  Context
organization’s understanding  Participants  Advanced  Thematic
processes with the complete the statistical analysis workshops to
participants questionnaire  dicuss emerging
 Establishing Interpretation of issues or specific
business focus  Demonstrating  Initial responses the results dimensions.
for KM the and results  Recommendations
 Adapting the questionnaire followed online
 Final results
questionnaire
 Selecting
participating
departments
and sections
 Sample
selection and
participants
 Pre-registration
Paris, 9 Février 2005 p. 48

49. Tailored
Questionnaire
Personal Password:
Confidential responses
Possible to complete in
stages
Paris, 9 Février 2005 p. 49

50. Online Help
Simple
responses
Paris, 9 Février 2005 p. 50

51. Checks for errors
in form completion
Paris, 9 Février 2005 p. 51

52. Popup help
and annotation
Click here
Paris, 9 Février 2005 p. 52

53. Evaluation of the
users’ experience
of the diagnostic tool
Paris, 9 Février 2005 p. 53

54. Results can be followed
online by a control panel
for both TerraForum
and for the client
Paris, 9 Février 2005 p. 54

55. Control Panel:
User response
Paris, 9 Février 2005 p. 55

56. Control Panel:
User management
Paris, 9 Février 2005 p. 56

57. Online results:
Charts of responses
Paris, 9 Février 2005 p. 57

58. Online results:
Core statistics
Paris, 9 Février 2005 p. 58

59. Online results:
Cross tab statistics
Paris, 9 Février 2005 p. 59

60. Online results:
Cross tabs by dimension
Paris, 9 Février 2005 p. 60

61. Export results to
a spreadsheet for
more sophisticated
analysis
Paris, 9 Février 2005 p. 61

62. Dr. José Cláudio C. Terra
jcterra@terraforum.com.br
www.terraforum.com.br
www.terraforum.ca
Paris, 9 Février 2005 p. 62