Submit Search
Upload
Knowledge_Management.ppt
•
Download as PPT, PDF
•
0 likes
•
17 views
Yogesh Daudkhane
Follow
PPT ON KNOWLEDGE MANAGEMENT
Read less
Read more
Leadership & Management
Report
Share
Report
Share
1 of 91
Download now
Recommended
Innovation Landscape: Accelerating the rate of change Steve Pratt Deloitte
Innovation Landscape: Accelerating the rate of change Steve Pratt Deloitte
Pistoia Alliance
12 02 08 New Delhi Apo Km Conference
12 02 08 New Delhi Apo Km Conference
Ron Young
Presentation To Seda Technology Programme
Presentation To Seda Technology Programme
Elton050505
Transformative organiztions sgd
Transformative organiztions sgd
Sanjeev Deshmukh
Organization culture
Organization culture
kishankumar387
7 Principles of Agile Enterprises
7 Principles of Agile Enterprises
Mendix
Introduction to Management of Technology
Introduction to Management of Technology
Tarek Salah
Softchoice Innovation Executive Forum - Orlando 2015
Softchoice Innovation Executive Forum - Orlando 2015
Softchoice Corporation
Recommended
Innovation Landscape: Accelerating the rate of change Steve Pratt Deloitte
Innovation Landscape: Accelerating the rate of change Steve Pratt Deloitte
Pistoia Alliance
12 02 08 New Delhi Apo Km Conference
12 02 08 New Delhi Apo Km Conference
Ron Young
Presentation To Seda Technology Programme
Presentation To Seda Technology Programme
Elton050505
Transformative organiztions sgd
Transformative organiztions sgd
Sanjeev Deshmukh
Organization culture
Organization culture
kishankumar387
7 Principles of Agile Enterprises
7 Principles of Agile Enterprises
Mendix
Introduction to Management of Technology
Introduction to Management of Technology
Tarek Salah
Softchoice Innovation Executive Forum - Orlando 2015
Softchoice Innovation Executive Forum - Orlando 2015
Softchoice Corporation
Ifs research pitchbook 12.11.14
Ifs research pitchbook 12.11.14
Marco Bonelli
Rise of the Superuser
Rise of the Superuser
Telstra_International
Hyper-Converged Appliances for Dummies
Hyper-Converged Appliances for Dummies
Liberteks
BOARD GOVERNANCE OF TECHNOLOGY
BOARD GOVERNANCE OF TECHNOLOGY
ErKamal Verma
Utilising Open Source and Communities to Drive Innovation in a Cost-Effective...
Utilising Open Source and Communities to Drive Innovation in a Cost-Effective...
Dr. Haxel Consult
Exponential Organizations - Why new organizations are 10x better, faster and ...
Exponential Organizations - Why new organizations are 10x better, faster and ...
Yuri van Geest
Structured solutions to wicked problems
Structured solutions to wicked problems
Nasir Hussain
IT summit 2014-program
IT summit 2014-program
Paige Rasid
Softchoice Innovation Executive Forum 2015 - Seattle
Softchoice Innovation Executive Forum 2015 - Seattle
Softchoice Corporation
Igniting growth through innovation: disruptive trends
Igniting growth through innovation: disruptive trends
EY
Foresight Methods and Practice: Lessons Learned from International Foresight ...
Foresight Methods and Practice: Lessons Learned from International Foresight ...
Totti Könnölä
Skills Set the Stage for the Latest Innovations in Workday HCM
Skills Set the Stage for the Latest Innovations in Workday HCM
Workday, Inc.
Data Is The New Oil: How Shell Has Become A Data-Driven And AI-Enabled Business
Data Is The New Oil: How Shell Has Become A Data-Driven And AI-Enabled Business
Bernard Marr
Oracle at DIS: Marketing and Technology — It’s Now a Hybrid World
Oracle at DIS: Marketing and Technology — It’s Now a Hybrid World
Digiday
Bus strseries unlockingvalue-sept2010 -psds
Bus strseries unlockingvalue-sept2010 -psds
Anna Caraveli
Digital Transformation and Application Decommissioning - THE RESEARCH
Digital Transformation and Application Decommissioning - THE RESEARCH
Tom Rieger
DRIVERS AND IMPEDIMENTS TO DIGITAL TRANSFORMATION - THE RESEARCH
DRIVERS AND IMPEDIMENTS TO DIGITAL TRANSFORMATION - THE RESEARCH
Tom Rieger
Using Open Innovation and Open Talentto Find Needed Technologies and Skills ...
Using Open Innovation and Open Talentto Find Needed Technologies and Skills ...
Steve Rader
Effective deployment of ICT in wealth creation
Effective deployment of ICT in wealth creation
Olugbenga Adara
Implementing the smart factory: New perspectives for driving value
Implementing the smart factory: New perspectives for driving value
Deloitte United States
7. Sample study material.pptx
7. Sample study material.pptx
Yogesh Daudkhane
Payment of Gratuity Act - 1972.pptx
Payment of Gratuity Act - 1972.pptx
Yogesh Daudkhane
More Related Content
Similar to Knowledge_Management.ppt
Ifs research pitchbook 12.11.14
Ifs research pitchbook 12.11.14
Marco Bonelli
Rise of the Superuser
Rise of the Superuser
Telstra_International
Hyper-Converged Appliances for Dummies
Hyper-Converged Appliances for Dummies
Liberteks
BOARD GOVERNANCE OF TECHNOLOGY
BOARD GOVERNANCE OF TECHNOLOGY
ErKamal Verma
Utilising Open Source and Communities to Drive Innovation in a Cost-Effective...
Utilising Open Source and Communities to Drive Innovation in a Cost-Effective...
Dr. Haxel Consult
Exponential Organizations - Why new organizations are 10x better, faster and ...
Exponential Organizations - Why new organizations are 10x better, faster and ...
Yuri van Geest
Structured solutions to wicked problems
Structured solutions to wicked problems
Nasir Hussain
IT summit 2014-program
IT summit 2014-program
Paige Rasid
Softchoice Innovation Executive Forum 2015 - Seattle
Softchoice Innovation Executive Forum 2015 - Seattle
Softchoice Corporation
Igniting growth through innovation: disruptive trends
Igniting growth through innovation: disruptive trends
EY
Foresight Methods and Practice: Lessons Learned from International Foresight ...
Foresight Methods and Practice: Lessons Learned from International Foresight ...
Totti Könnölä
Skills Set the Stage for the Latest Innovations in Workday HCM
Skills Set the Stage for the Latest Innovations in Workday HCM
Workday, Inc.
Data Is The New Oil: How Shell Has Become A Data-Driven And AI-Enabled Business
Data Is The New Oil: How Shell Has Become A Data-Driven And AI-Enabled Business
Bernard Marr
Oracle at DIS: Marketing and Technology — It’s Now a Hybrid World
Oracle at DIS: Marketing and Technology — It’s Now a Hybrid World
Digiday
Bus strseries unlockingvalue-sept2010 -psds
Bus strseries unlockingvalue-sept2010 -psds
Anna Caraveli
Digital Transformation and Application Decommissioning - THE RESEARCH
Digital Transformation and Application Decommissioning - THE RESEARCH
Tom Rieger
DRIVERS AND IMPEDIMENTS TO DIGITAL TRANSFORMATION - THE RESEARCH
DRIVERS AND IMPEDIMENTS TO DIGITAL TRANSFORMATION - THE RESEARCH
Tom Rieger
Using Open Innovation and Open Talentto Find Needed Technologies and Skills ...
Using Open Innovation and Open Talentto Find Needed Technologies and Skills ...
Steve Rader
Effective deployment of ICT in wealth creation
Effective deployment of ICT in wealth creation
Olugbenga Adara
Implementing the smart factory: New perspectives for driving value
Implementing the smart factory: New perspectives for driving value
Deloitte United States
Similar to Knowledge_Management.ppt
(20)
Ifs research pitchbook 12.11.14
Ifs research pitchbook 12.11.14
Rise of the Superuser
Rise of the Superuser
Hyper-Converged Appliances for Dummies
Hyper-Converged Appliances for Dummies
BOARD GOVERNANCE OF TECHNOLOGY
BOARD GOVERNANCE OF TECHNOLOGY
Utilising Open Source and Communities to Drive Innovation in a Cost-Effective...
Utilising Open Source and Communities to Drive Innovation in a Cost-Effective...
Exponential Organizations - Why new organizations are 10x better, faster and ...
Exponential Organizations - Why new organizations are 10x better, faster and ...
Structured solutions to wicked problems
Structured solutions to wicked problems
IT summit 2014-program
IT summit 2014-program
Softchoice Innovation Executive Forum 2015 - Seattle
Softchoice Innovation Executive Forum 2015 - Seattle
Igniting growth through innovation: disruptive trends
Igniting growth through innovation: disruptive trends
Foresight Methods and Practice: Lessons Learned from International Foresight ...
Foresight Methods and Practice: Lessons Learned from International Foresight ...
Skills Set the Stage for the Latest Innovations in Workday HCM
Skills Set the Stage for the Latest Innovations in Workday HCM
Data Is The New Oil: How Shell Has Become A Data-Driven And AI-Enabled Business
Data Is The New Oil: How Shell Has Become A Data-Driven And AI-Enabled Business
Oracle at DIS: Marketing and Technology — It’s Now a Hybrid World
Oracle at DIS: Marketing and Technology — It’s Now a Hybrid World
Bus strseries unlockingvalue-sept2010 -psds
Bus strseries unlockingvalue-sept2010 -psds
Digital Transformation and Application Decommissioning - THE RESEARCH
Digital Transformation and Application Decommissioning - THE RESEARCH
DRIVERS AND IMPEDIMENTS TO DIGITAL TRANSFORMATION - THE RESEARCH
DRIVERS AND IMPEDIMENTS TO DIGITAL TRANSFORMATION - THE RESEARCH
Using Open Innovation and Open Talentto Find Needed Technologies and Skills ...
Using Open Innovation and Open Talentto Find Needed Technologies and Skills ...
Effective deployment of ICT in wealth creation
Effective deployment of ICT in wealth creation
Implementing the smart factory: New perspectives for driving value
Implementing the smart factory: New perspectives for driving value
More from Yogesh Daudkhane
7. Sample study material.pptx
7. Sample study material.pptx
Yogesh Daudkhane
Payment of Gratuity Act - 1972.pptx
Payment of Gratuity Act - 1972.pptx
Yogesh Daudkhane
Succession Planning - TCS example.ppt
Succession Planning - TCS example.ppt
Yogesh Daudkhane
6. PMS ppt NEW.pdf
6. PMS ppt NEW.pdf
Yogesh Daudkhane
PMS - Unit 3.pptx
PMS - Unit 3.pptx
Yogesh Daudkhane
HRM-Job Evaluation.ppt
HRM-Job Evaluation.ppt
Yogesh Daudkhane
EE - Unit - 1.pptx
EE - Unit - 1.pptx
Yogesh Daudkhane
Compensation Management.pptx
Compensation Management.pptx
Yogesh Daudkhane
values & goals.pptx
values & goals.pptx
Yogesh Daudkhane
coachingforperformance-120815025830-phpapp01.pptx
coachingforperformance-120815025830-phpapp01.pptx
Yogesh Daudkhane
Knowledge Codification121.pdf
Knowledge Codification121.pdf
Yogesh Daudkhane
Global KM - Pitfalls.pptx
Global KM - Pitfalls.pptx
Yogesh Daudkhane
HRM Unit 1.ppt
HRM Unit 1.ppt
Yogesh Daudkhane
More from Yogesh Daudkhane
(13)
7. Sample study material.pptx
7. Sample study material.pptx
Payment of Gratuity Act - 1972.pptx
Payment of Gratuity Act - 1972.pptx
Succession Planning - TCS example.ppt
Succession Planning - TCS example.ppt
6. PMS ppt NEW.pdf
6. PMS ppt NEW.pdf
PMS - Unit 3.pptx
PMS - Unit 3.pptx
HRM-Job Evaluation.ppt
HRM-Job Evaluation.ppt
EE - Unit - 1.pptx
EE - Unit - 1.pptx
Compensation Management.pptx
Compensation Management.pptx
values & goals.pptx
values & goals.pptx
coachingforperformance-120815025830-phpapp01.pptx
coachingforperformance-120815025830-phpapp01.pptx
Knowledge Codification121.pdf
Knowledge Codification121.pdf
Global KM - Pitfalls.pptx
Global KM - Pitfalls.pptx
HRM Unit 1.ppt
HRM Unit 1.ppt
Recently uploaded
digital Human resource management presentation.pdf
digital Human resource management presentation.pdf
ArtiSrivastava23
Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri
Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri
meghakumariji156
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
William (Bill) H. Bender, FCSI
Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model
Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model
Nitya salvi
Persuasive and Communication is the art of negotiation.
Persuasive and Communication is the art of negotiation.
aruny7087
Safety T fire missions army field Artillery
Safety T fire missions army field Artillery
KennethSwanberg
thesis-and-viva-voce preparation for research scholars
thesis-and-viva-voce preparation for research scholars
PAmudhaKumar
Spring-2024-Priesthoods of Augustus Yale Historical Review
Spring-2024-Priesthoods of Augustus Yale Historical Review
yalehistoricalreview
internship thesis pakistan aeronautical complex kamra
internship thesis pakistan aeronautical complex kamra
AllTops
Group work -meaning and definitions- Characteristics and Importance
Group work -meaning and definitions- Characteristics and Importance
ajay0134
Marketing Management 16th edition by Philip Kotler test bank.docx
Marketing Management 16th edition by Philip Kotler test bank.docx
ssuserf63bd7
Beyond the Codes_Repositioning towards sustainable development
Beyond the Codes_Repositioning towards sustainable development
Nimot Muili
How Software Developers Destroy Business Value.pptx
How Software Developers Destroy Business Value.pptx
Aaron Stannard
The Psychology Of Motivation - Richard Brown
The Psychology Of Motivation - Richard Brown
SandaliGurusinghe2
International Ocean Transportation p.pdf
International Ocean Transportation p.pdf
AlejandromexEspino
Information Technology Project Management, Revised 7th edition test bank.docx
Information Technology Project Management, Revised 7th edition test bank.docx
ssuserf63bd7
Recently uploaded
(16)
digital Human resource management presentation.pdf
digital Human resource management presentation.pdf
Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri
Siliguri Escorts Service Girl ^ 9332606886, WhatsApp Anytime Siliguri
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model
Gautam Buddh Nagar Call Girls 🥰 8617370543 Service Offer VIP Hot Model
Persuasive and Communication is the art of negotiation.
Persuasive and Communication is the art of negotiation.
Safety T fire missions army field Artillery
Safety T fire missions army field Artillery
thesis-and-viva-voce preparation for research scholars
thesis-and-viva-voce preparation for research scholars
Spring-2024-Priesthoods of Augustus Yale Historical Review
Spring-2024-Priesthoods of Augustus Yale Historical Review
internship thesis pakistan aeronautical complex kamra
internship thesis pakistan aeronautical complex kamra
Group work -meaning and definitions- Characteristics and Importance
Group work -meaning and definitions- Characteristics and Importance
Marketing Management 16th edition by Philip Kotler test bank.docx
Marketing Management 16th edition by Philip Kotler test bank.docx
Beyond the Codes_Repositioning towards sustainable development
Beyond the Codes_Repositioning towards sustainable development
How Software Developers Destroy Business Value.pptx
How Software Developers Destroy Business Value.pptx
The Psychology Of Motivation - Richard Brown
The Psychology Of Motivation - Richard Brown
International Ocean Transportation p.pdf
International Ocean Transportation p.pdf
Information Technology Project Management, Revised 7th edition test bank.docx
Information Technology Project Management, Revised 7th edition test bank.docx
Knowledge_Management.ppt
1.
1 © 2004 Superfactory™.
All Rights Reserved. Knowledge Management and Learning Organizations Superfactory Excellence Program™ www.superfactory.com
2.
2 © 2004 Superfactory™.
All Rights Reserved. Disclaimer and Approved use Disclaimer The files in the Superfactory Excellence Program by Superfactory Ventures LLC (“Superfactory”) are intended for use in training individuals within an organization. The handouts, tools, and presentations may be customized for each application. THE FILES AND PRESENTATIONS ARE DISTRIBUTED ON AN "AS IS" BASIS WITHOUT WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED. Copyright All files in the Superfactory Excellence Program have been created by Superfactory and there are no known copyright issues. Please contact Superfactory immediately if copyright issues become apparent. Approved Use Each copy of the Superfactory Excellence Program can be used throughout a single Customer location, such as a manufacturing plant. Multiple copies may reside on computers within that location, or on the intranet for that location. Contact Superfactory for authorization to use the Superfactory Excellence Program at multiple locations. The presentations and files may be customized to satisfy the customer’s application. The presentations and files, or portions or modifications thereof, may not be re-sold or re- distributed without express written permission from Superfactory. Current contact information can be found at: www.superfactory.com
3.
3 © 2004 Superfactory™.
All Rights Reserved. Outline 1. Why the Interest? 2. Knowledge Management 1. Trends in Knowledge Management 2. Forms of Knowledge 3. Intellectual Capital 4. Challenges & Critical Success Factors 3. Learning Organizations 1. Team Learning & Personal Mastery
4.
4 © 2004 Superfactory™.
All Rights Reserved. “The basic economic resource is no longer capital, nor natural resources, nor labor. It is and will be knowledge.” Peter Drucker
5.
5 © 2004 Superfactory™.
All Rights Reserved. Why the Interest? Opinion leaders Perceived growth in knowledge Bandwagon effect Become part of everyday parlance Skills shortage Recognition of growing difference between tangible and intangible assets
6.
6 © 2004 Superfactory™.
All Rights Reserved. Opinion Leaders When the rate of change outside the firm is greater than the rate of change inside the firm, the end is in sight. Jack Welch - CEO General Electric The rate at which individuals and organizations learn may be the only source of sustainable competitive advantage. Ray Stata - CEO Analog Devices Any organization can change, but change without the benefit of learning is risky and inefficient. Sal Belardo
7.
7 © 2004 Superfactory™.
All Rights Reserved. Exponential Growth in Knowledge By the year 2020 knowledge will double every 73 days or less World Wide Web is doubling every 90 days Internet is doubling every 250 days Moore s Law The power of silicon technology doubles every 18 months Metcalfe s Law The value to those connected to a network increases by n square
8.
8 © 2004 Superfactory™.
All Rights Reserved. Bandwagon Effect General Electric, ABB, Siemens, BMW, Toyota, Monsanto, Teltech, Roche, Microsoft, Andersen Consulting, McKinsey & Company, A.D. Little, 3M, Otican, Pfizer, Skandia, Steelcase, US West, British petroleum, etc.
9.
9 © 2004 Superfactory™.
All Rights Reserved. Part of Everyday Parlance Go to Amazon.com, and look at the number of books devoted to the subject Search the journal databases Look at the number of Ph.D. thesis titles
10.
10 © 2004 Superfactory™.
All Rights Reserved. Skills Shortage The less translation that occurs within someone’s head, the better. There is a 17% turnover in our business every year. That means that every five years we lose most of our knowledge. A knowledge management system must capture this personal knowledge and translate it into institutional knowledge. - Roger Siboni KPMG Peat Marwick
11.
11 © 2004 Superfactory™.
All Rights Reserved. Tangible vs Intangible Benefits The difference between market value and net assets in growing. Think of this difference as intangible assets or various types of intellectual capital customer capital, investor capital, structural capital, human capital.
12.
12 © 2004 Superfactory™.
All Rights Reserved. “Knowledge management is leveraging relevant intellectual assets to enhance organizational performance.” What is knowledge management? Stankosky, 2002 Knowledge Management
13.
13 © 2004 Superfactory™.
All Rights Reserved. The systematic process of creating, maintaining and nurturing an organization to make the best use of knowledge to create business value and generate competitive advantage. Knowledge Management another useful definition
14.
14 © 2004 Superfactory™.
All Rights Reserved. “Management” of Knowledge Knowledge management is an integrated systematic approach to identifying, managing and sharing all of an enterprise’s information assets, including databases, documents, policies, and procedures, as well as previously unarticulated expertise and experience held by individual workers. Fundamentally it is about making the collective information and experience of an enterprise available to individual worker.
15.
15 © 2004 Superfactory™.
All Rights Reserved. Knowledge Management Some Definitions Policies, procedures and technologies employed for operating a continuously updated linked pair of networked databases. (Anthes) Bringing tacit knowledge to the surface, consolidating it in forms by which it is more widely accessible, and promoting its continuing creation. (Birket) Process of capturing, distributing and effectively using knowledge. (Davenport) Knowledge management is the process of capturing a company s collective expertise wherever it resides-in databases, on paper, or in people s head-and distributing it to wherever it can help produce the biggest payoff. Knowledge management is getting the right knowledge to the right person at the right time .(Info Week 10/20/97)
16.
16 © 2004 Superfactory™.
All Rights Reserved. The creative process through which additional economic value is extracted from the stock of knowledge (OECD, 2001) Redefining Business Innovation
17.
17 © 2004 Superfactory™.
All Rights Reserved. Why Knowledge Management? Organizing existing corporate knowledge New ways to share tacit knowledge Support for research and knowledge generation New ways to share explicit knowledge Smart tools to aid decision making
18.
18 © 2004 Superfactory™.
All Rights Reserved. The cutting edge of organizational success (Nonaka, 1991) The engine transforming global economies (Bell, 1973, 1978) Leading us toward a new type of work with new types of workers (Blackler, Reed and Whitaker, 1993) The element that will lead to the demise of private enterprise capitalism (Heilbruner, 1976) The sum total of value-added in an enterprise (Peters, 1993) The “mobile and heterogeneous [resource that will end the] hegemony of financial capital [and allow employees to] seize power” (Sveiby & Lloyd, 1987) Why Knowledge Management? Knowledge is fast becoming a primary factor of production (e.g., Handy, 1989, 1994; Peter, 1993; Drucker, 1992) Knowledge is: Knowledge results in: Conclusion The “learning organization” (Mayo & Lank, 1995) The “brain-based organization” (Harari, 1994) Intellectual capital” (Stewart, 1994) “Learning partnerships” (Lorange, 1995) Obsolete capitalists economies and radically different societies (Drucker, 1993) Source: Theseus International Management Institute, February 2000
19.
19 © 2004 Superfactory™.
All Rights Reserved. Knowledge Management Trends Survey of 200 Large Firms found: 82% have KM underway in their organization 50% have KM staff & budget 27% have a Chief Knowledge Officer (Conference Board) Survey of nations leading CEOs: Second top priority “Improving KM” (88%) (Foundation for Malcolm Baldrige Award)
20.
20 © 2004 Superfactory™.
All Rights Reserved. Knowledge Management Trends By 2001, enterprises that lack ongoing KM infrastructure will lag KM-enabled competitors by 30-40% in speed of deployment for new competitive programs and products (Gartner Group)
21.
21 © 2004 Superfactory™.
All Rights Reserved. Dow Chemical: $100m Silicon Graphics: $2.8m Texas Instruments: $500m (cost avoidance) Computer Sciences Corp: $5.8b Chevron: $150m Cemex: (average delivery time 20 minutes) Ford: 3 month reduction in cycle time Cisco: One hour virtual financial close KM Pays Off True KM Implementation and Results
22.
22 © 2004 Superfactory™.
All Rights Reserved. Knowledge is the human capacity (potential & actual ability) to take effective action in varied and uncertain situations.
23.
23 © 2004 Superfactory™.
All Rights Reserved. Wisdom is a state of the human mind characterized by profound understanding and deep insight. It is often, but not necessarily, accompanied by extensive formal knowledge. Meeker, Joseph, “What is Wisdom”, LANDSCAPE, Vol. 25, No. 1, Jan 1981.
24.
24 © 2004 Superfactory™.
All Rights Reserved. Use of Knowledge Knowledge Identification: Where is the knowledge? Who has it? What type of knowledge is it? Knowledge Elicitation: How can we acquire it? What tools can we use? Knowledge Dissemination: In order for it to be disseminated, it must be represented so that it can be stored and processed. Knowledge Utilization: We must be able to evaluate the benefits of its use.
25.
25 © 2004 Superfactory™.
All Rights Reserved. Paradoxes of Knowledge Using knowledge does not consume it but it does get obsolete. Transferring knowledge does not lose it but market mechanisms allow ownership. Knowledge is abundant, but the ability to use it is scarce. Producing knowledge resists organization. Much of it walks out the door at the end of the day.
26.
26 © 2004 Superfactory™.
All Rights Reserved. • Concepts, methodologies • Facts, beliefs, truths & laws • Know what, Know how, Know why • Judgments & expectations, insights • Relationships, leverage points • Intuition & feelings • Meaning and sense making Forms of Knowledge
27.
27 © 2004 Superfactory™.
All Rights Reserved. Data are facts, numbers or individual entities without context or purpose. Information is data that has been organized into a meaningful context (to aid decision making). Data and Information
28.
28 © 2004 Superfactory™.
All Rights Reserved. KM versus Data Management Data / information management Processing large volumes of facts with little human interaction Puts data into organized frameworks Knowledge Management Requires human interaction – material must be organized to facilitate human access to it. KM provides links between organized frameworks.
29.
29 © 2004 Superfactory™.
All Rights Reserved. Knowledge Workers Dominant group of workers in the 21st century. Specialists with job-specific skills. Have significant formal education or formal training. Are self-directed learners Require multiple, continuous learning opportunities to maintain their specialized knowledge
30.
30 © 2004 Superfactory™.
All Rights Reserved. • Knowledge repositories • Neural systems • Data-mining tools • Contact software • Intranets • Extranets • Water Cooler Technology Knowledge Technology
31.
31 © 2004 Superfactory™.
All Rights Reserved. Knowledge Repositories Tool used to store information Also known as data warehouses Examples: Discussion databases Best practices repository Lessons Learned Learning Histories
32.
32 © 2004 Superfactory™.
All Rights Reserved. Knowledge Repositories Like a data base but for knowledge Often mechanistic, technical approach Requires tools or interfaces to Enter knowledge into repository Store, index, sort the knowledge Retrieve relevant knowledge when query Simplest would be keyword searches
33.
33 © 2004 Superfactory™.
All Rights Reserved. Common Ideas Corporate “intranet” as knowledge repository (Intranet is internal network build using Internet technologies such as web, search engines) Internal users (as with Notes systems next time) External users (Knowledge@Wharton/HBS Working Knowledge) Create a “corporate portal” interface Bring together resources, news of all times May be dynamic, personalizable Could converge with EIS/”Digital Dashboard” idea
34.
34 © 2004 Superfactory™.
All Rights Reserved. Neural Systems Performance support tools for workers who need information immediately Example: Case based reasoning Characteristics of a problem are entered into a system, classified based on a huge statistical database of cases, offers up potential solution. This case and it’s resolution is then added to the database. Help Desks
35.
35 © 2004 Superfactory™.
All Rights Reserved. Data Mining Attempt by the system to translate huge amounts of data into knowledge Analyzes patterns some examples….. Credit Card Companies red-flagging purchases out of the “norm”
36.
36 © 2004 Superfactory™.
All Rights Reserved. Contact Software Facilitates interaction among individuals to encourage sharing Email Intranet chat rooms Groupware Whiteboards
37.
37 © 2004 Superfactory™.
All Rights Reserved. Intranets Usually the first stage of KM implementation for most companies HR forms, online resources, work product status… Plan it with the user in mind: access, flexibility and navigation Putting your cafeteria menu on the intranet does not count as KM
38.
38 © 2004 Superfactory™.
All Rights Reserved. Extranets Centralized electronic repository of information Accessed by clients Advertising, newsletters, client specific information, status of orders…. Interactive tools for collaboration
39.
39 © 2004 Superfactory™.
All Rights Reserved. Water Cooler Technology A majority of knowledge sharing takes place during informal conversation around the water cooler
40.
40 © 2004 Superfactory™.
All Rights Reserved. What does it take? 20% Right Technology 80% Cultural change Behavior of the leaders What type of learning is valued Informal structure of the company How are mistakes handled What is rewarded and what is punished How is information shared
41.
41 © 2004 Superfactory™.
All Rights Reserved. KM vs Information Management One expert calls idea that “knowledge management is about managing knowledge, while information management is about managing information” a “myth” She says knowledge and information are the same “stuff” but that “[IM] focuses on finding the stuff and moving it around, while the [KM] is also concerned about how people create and use the stuff. Also “knowledge management deals with a far broader range of approaches to communicating and using both knowledge and information. Source: Ruth Williams (PWC consultant) on CIO.com, 18 October 1999
42.
42 © 2004 Superfactory™.
All Rights Reserved. KM and Artificial Intelligence Within computer field, knowledge first talked about in Artificial Intelligence (AI) Trying to build systems to reason about the world, hold beliefs Requires integrated knowledge base to work against Deep understanding of context (“frames”, “scripts”) needed to understand actions or dialog So “knowledge representation” is an important (and unsolved) challenge
43.
43 © 2004 Superfactory™.
All Rights Reserved. Expert Systems Idea is to capture knowledge of wisdom as a set of rules Feed into standard “expert system shell” Produced automated expert-in-a-box Very hyped during 1980s Huge applications expected in medial diagnosis, etc. Reality disappoints Rules need constant changing Expertise is “tacit” and hard to extract from human and formalize
44.
44 © 2004 Superfactory™.
All Rights Reserved. Problems with Implementation In too many instances, knowledge management initiatives start in the information technology department ultimately focusing on the IT infrastructure, and what the IT people deem important. As a result many of these efforts focus on information rather than knowledge. It is difficult to evaluate learning or to place a value on intangibles such as knowledge, especially tacit knowledge. Some types of knowledge take years to digest so that the benefits of learning may not appear until some time in the future.
45.
45 © 2004 Superfactory™.
All Rights Reserved. Organizational Knowledge Both explicit and tacit Explicit knowledge can be formalized and codified, embodied in standard process, documented and taught Tacit knowledge is unconscious and cannot easily be transmitted by formal description-requires interaction and modeling to be transmitted Both individual and collective Embodied in individual expertise Embodied in communities of practice Embodied in collectives ofexpertisesthat work collaboratively
46.
46 © 2004 Superfactory™.
All Rights Reserved. Explicit and Tacit Knowledge Explicit knowledge – what is recorded; easily identified, articulated, shared and employed Tacit knowledge – personal; wisdom and experience; context-specific; more difficult to extract and codify
47.
47 © 2004 Superfactory™.
All Rights Reserved. Tacit Knowledge Idea associated with Michael Polanyi Hungarian scientist turned philosopher Several influential ideas about knowledge See knowledge is social, public, often personal. Bound up with contexts, experience Says that important knowledge is often tacit rather than explicit Bound up with processes, actions, situations Not articulated in conscious, verbal form Can do something, but can’t explain how Challenge: how to capture this?
48.
48 © 2004 Superfactory™.
All Rights Reserved. Sharing Tacit Knowledge One line of thinking: Tacit knowledge is transmitted in hall way chats, experience working on projects, etc. So, can be captured by channeling discussions into “collaborate workplace” online Instead of verbal or email Make on-line community groups Threaded discussions Searchable archives Places to post documents and hints Lessons from successes and failures
49.
49 © 2004 Superfactory™.
All Rights Reserved. Intellectual Assets Social capital – relationships with customers, employees, business partners and external experts Structural capital – patents; brand names; systems and processes; management philosophy Human capital – education; experience; skills; attitudes
50.
50 © 2004 Superfactory™.
All Rights Reserved. Intellectual Capital From accounting viewpoint, how to represent value of intangible items Big buzzword in late 1990s Partly motivated by justifying absurd stock market premiums during boom From 1998 paper “If the market does not fall substantially… in 1999-2000 I believe we have a serious indication that something has in face happened in the US economy…” Quantifying invisible knowledge assets makes prices look more reasonable Equivalent to “human resource”, “information resources”, etc. Knowledge and expertise of how to do things Bound up with people and culture, not physical assets
51.
51 © 2004 Superfactory™.
All Rights Reserved. Further Attributes of Knowledge Know-how Know-why Know-what Know-who Know-where Know-when (Collison and Parcell, 2001)
52.
52 © 2004 Superfactory™.
All Rights Reserved. Organizational vs Individual Knowledge Two issues: Corporate knowledge owned by individuals Knowledge resides in silos
53.
53 © 2004 Superfactory™.
All Rights Reserved. Components of KM Programs People – communities and networks Processes – knowledge-enabled Technology – collaboration, knowledge leverage tools Content – best practices, internal and external intelligence
54.
54 © 2004 Superfactory™.
All Rights Reserved. Activities of Managing Knowledge Create Discover Capture Distil Validate Share Adapt Adopt Transfer Apply
55.
55 © 2004 Superfactory™.
All Rights Reserved. Knowledge Management Approaches Self-service – intranet portals; yellow pages; people finder Networks and Community of Practice – knowledge sharing; learning communities Facilitated transfer – internal consultants; dedicated facilitators; known experts
56.
56 © 2004 Superfactory™.
All Rights Reserved. Sustainable Knowledge Management Unconscious incompetence Conscious incompetence Conscious competence Unconscious competence
57.
57 © 2004 Superfactory™.
All Rights Reserved. LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING People Processes Technology Infrastructure Management and Maintenance Business Strategy Implementation / Operational Plans • Business Process / Best Practices • Capabilities • Environmental Influences • Value Added Baldanza, 1999 Input Process Output Efficiency Effectiveness KM Starts with the Business Strategy
58.
58 © 2004 Superfactory™.
All Rights Reserved. Organizational Culture 80% Lack of Ownership 64% Info/Comms Technology 55% Non-Standardized Processes 53% Organizational Structure 54% Top Management Commitment 46% Rewards / Recognition 46% Individual vice Team Emphasis 45% Staff Turnover 30% Barriers to Knowledge Management Success Ernst & Young KM International Survey, 1996 (431 senior executive responses) Results From International Survey:
59.
59 © 2004 Superfactory™.
All Rights Reserved. Approaches to Knowledge Management Store, share, organize knowledge Knowledge Repository Like DBMS for “higher level” knowledge Manufacture knowledge from mining operational data Create/apply knowledge through online infrastructure for teamwork Team Collaboration tools Specialist Community Building Related tasks in different areas of organization
60.
60 © 2004 Superfactory™.
All Rights Reserved. Getting Started Identify what your most valuable knowledge is Identify where that knowledge is Create a knowledge map (skills, expertise, experience) Build an intranet, use groupware Buy more water coolers
61.
61 © 2004 Superfactory™.
All Rights Reserved. Approach Concept Definition Opportunity/Threat Modelling Value Assessment Framework • What is this ? • How do we prioritise the opportunities • How do we deal with potential dis-continuities (threats) • How do we assess the value
62.
62 © 2004 Superfactory™.
All Rights Reserved. The Knowledge Value Chain We must recognise that there is a value chain for “Knowledge” in just the same way that Michael Porter (1985) proposed that business functions be organised in terms of the value added to customers. Creation Preservation Integration Transmission Application Within the value chain, business processes and KM processes interweave and at the touch points, create the “Points of Confluence” that require integration of KM practices It can be argued that part of the societal role of a university is to nurture and protect this value chain
63.
63 © 2004 Superfactory™.
All Rights Reserved. Mapping to the Points of Confluence Which KM processes are active at the points of confluence in the Knowledge Value Chain and what are we looking for ? Preservation Integration Transmission Application Creation Catalogue & Store Publish Discovery Locate & Retrieve • 24x7 Secure Storage • Data Warehouses • Document Management • Digital Archiving • Netcasting • Portals • Low barriers to access • Information Request Brokers • Search Engines • Content extraction • Intelligent Agents • Query Tools • Collaboration Space • Neural Networks • Visualisation • Case-based Reasoning • Rule-based Systems • Meta-data standards • Semantic models Business Processes Business Processes Business Processes Business Processes Business Processes
64.
64 © 2004 Superfactory™.
All Rights Reserved. Conceptual Architecture Knowledge Portal Discovery Services Collaboration Services Knowledge map Knowledge Repository E-mail, file servers, Internet / intranet services WP Interface Knowledge Management services Taxonomy Information and process management Infrastructure Information and Knowledge Sources Email World Wide Web People Corporate Databases Collaboration Services Discovery services Knowledge Map Knowledge Repository supports knowledge sharing helps users to retrieve and analyse the information in the corporate memory provides a corporate schema for knowledge classifications provides the information management functions for captured knowledge
65.
65 © 2004 Superfactory™.
All Rights Reserved. Commercial Organizations and KM 1. Improvement in operating efficiency of business processes which benefit from having access to superior information at the point of need e.g customer-facing and marketing processes, product development etc 2. A knowledge-empowered organization 3. A way of addressing concerns over the loss of corporate memory arising from the increasing mobility of labor “If we only knew half of what we know, we would be twice as profitable” - Carla Fiorini, CEO Hewlett Packard Corp
66.
66 © 2004 Superfactory™.
All Rights Reserved. Find Information More Quickly Make Better Decisions Faster Gain Insight Reuse Work and Ideas Create Ease Access to People Increase Span of Experts Learning Organization Increase Collaboration Increase Synergy Learning Organization With an Attitude Work Enrichment Increase Operational Effectiveness Shrink Delivery Times Increase Rate of Innovation Increase Competitive Positioning Shrink Response Time Support Strategic Direction Job Effectiveness Enterprise Effectiveness Non-Traditional Benefits Knowledge Share/Leverage Traditional Benefits Knowledge Sharing + Value Maxim isation Return on Investing in KM
67.
67 © 2004 Superfactory™.
All Rights Reserved. Preserving “Invisible Equity” 1.99 8.95 1.98 3.58 5.38 3.12 Assets Finance Current Assets Non- Current Assets Current Liabilities Non Current Liabilities Visible Shareholder Equity Invisible Equity 10.93 • The “Invisible Balance Sheet” • Management Value-Add Market Value $14.05 Billion This illustration was developed using data taken from the CWO Balance Sheet of 31 March 2001
68.
68 © 2004 Superfactory™.
All Rights Reserved. Universities and KM 1. Improving the velocity of information 2. Increasing the impact of research (freedom of access) 3. Long-term curatorship Similar drivers towards business performance, but the real value lies in enhanced research outcomes. The collaborative efforts of universities towards Knowledge Management are likely to provide an ‘accelerator’ effect for research in each participating institution. This, dis-intermediation of the current publishing business model, is something that will need to be carefully considered.
69.
69 © 2004 Superfactory™.
All Rights Reserved. Universities and KM Relevance to the core mission: Protection of the Knowledge Value Chain can be directly related to the core mission of universities and the role they play in society. Loosening of the traditional bonds between faculty, students and institution brought about by the impact of Information Technology, may require even greater emphasis on the management of knowledge
70.
70 © 2004 Superfactory™.
All Rights Reserved. Key Elements to Engineering a KM System Theory: A formulation of apparent relationships or underlying principles of certain observed phenomena which has been verified to some degree. Webster’s New World Dictionary
71.
71 © 2004 Superfactory™.
All Rights Reserved. SYSTEMS THINKING SYSTEMS ANALYSIS SYSTEMS MANAGEMENT SYSTEMS ENGINEERING / BPR INFORMATION SYSTEMS ENGINEERING AND MANAGEMENT KNOWLEDGE MANAGEMENT ENGINEERING THE ENTERPRISE INTEGRATIVE MANAGEMENT / ENGINEERING KNOWLEDGE MANAGEMENT INFRASTRUCTURE SYSTEMS APPROACH INPUT PROCESS OUTPUT Knowledge Management Engineering Overview
72.
72 © 2004 Superfactory™.
All Rights Reserved. INPUTS PROCESS OUTPUTS FEEDBACK Stankosky 2001 FEEDBACK Knowledge Engineering, Integration, and Management Enhanced organizational performance Efficiency Effectiveness Innovation Enhanced organizational performance Efficiency Effectiveness Innovation Integrative Management Management Plans Systems Approach Teams Methods and Standards Information Systems Enterprise Assess Design Plan Implement Integrative Management Management Plans Systems Approach Teams Methods and Standards Information Systems Enterprise Assess Design Plan Implement Assess Design Plan Implement Assure Generation Codification Transfer Use Codification Personalization KM Technologies • Collaborative • Distributive • Codified Organization Formal Informal Functions Processes Intellectual Assets (Operational) Assure Generation Codification Transfer Use Codification Personalization Codification Personalization KM Technologies • Collaborative • Distributive • Codified Organization Formal Informal KM Technologies • Collaborative • Distributive • Codified KM Technologies • Collaborative • Distributive • Codified Organization Formal Informal Organization Organization Formal Informal Formal Formal Informal Informal Functions Processes Functions Processes Intellectual Assets (Operational) Intellectual Assets (Operational)
73.
73 © 2004 Superfactory™.
All Rights Reserved. Embodies a theory for knowledge management, with validated key elements as design inputs Enterprise-wide approach in the design of a knowledge management system Systems’ perspective throughout the various phases of system design Integrates both integrative management and systems engineering disciplines into a single construct to ensure successful design, implementation, and management of a knowledge management system. Knowledge Engineering Summary If taking a true systems approach, a knowledge management system will enhance efficiency, effectiveness, and innovation through leveraging its enterprise’s intellectual assets.
74.
74 © 2004 Superfactory™.
All Rights Reserved. So What’s Next? Identification of high-value business processes – student- facing, marketing, library, teaching and research Systematic, and detailed analysis of the “Points of Confluence” Benefits modelling Formalization of architectures within which key work practices technology decisions and standards will be made Prototypical approach to deployment, given some technology life-cycles
75.
75 © 2004 Superfactory™.
All Rights Reserved. Challenges Finding suitable tools, formats, search methods to extract relevant material Integrating with business processes/work systems In particular getting people to Spend time putting their knowledge in repository Persuading people that it’s worth searching How to create culture of knowledge sharing? Particularly hard to do for general purpose, organization wide system isolated from daily work
76.
76 © 2004 Superfactory™.
All Rights Reserved. The Tough Questions How will managers know when their companies have become learning organizations? What corporate changes in behavior will be required? What policies and programs must be in place?
77.
77 © 2004 Superfactory™.
All Rights Reserved. More Challenges Not only of how to develop new knowledge, BUT how to locate and acquire others’ knowledge how to diffuse knowledge in your organisation how to recognize knowledge interconnections how to embody knowledge in products how to get access to the learning experiences of customers
78.
78 © 2004 Superfactory™.
All Rights Reserved. Creating Knowledge Maps What knowledge is critical to your company’s operating performance? What knowledge differentiates it from competitors? How and where is that knowledge created or attained? Where is it applied? Is there value in sharing it? (can it be leveraged?) How does it travel from one part of the organization to another? (how is it leveraged?)
79.
79 © 2004 Superfactory™.
All Rights Reserved. Critical Success Factors Support of top management Alignment of culture and reward system Sufficient technology and tools to facilitate knowledge sharing Enough time and resources to learn Involvement of everyone Reward knowledge sharing instead of knowledge hoarding
80.
80 © 2004 Superfactory™.
All Rights Reserved. Learning Organizations Some Definitions Learning organizations are organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspirations are set free, and where people are learning how to learn together. (Senge ) ..organizations skilled at creating, acquiring, and transferring knowledge, and at modifying behavior to reflect new knowledge and insights. (Garvin) Organizational learning means the process of improving actions through better knowledge and understanding. (Fiol & Lyles) An entity learns if, through its processing of information, the range of its potential behavior is changed. (Huber)
81.
81 © 2004 Superfactory™.
All Rights Reserved. Learning Organizations Popular idea in recent (80s onward) management literature One originator is Chris Argyris In systems terms, organization/individual Responds to environment (feedback) – focus of IT efforts But also, updates rules & mental models used (“double loop”) in face of experience Peter Senge (MIT) writes “The Fifth Disipline” in 1990 Says successful organizations can learn on team and group basis, in creative and visionary ways Manager as teacher and designer
82.
82 © 2004 Superfactory™.
All Rights Reserved. Problems with Learning How can a whole organization learn? Knowledge and insight is locked up in minds of individuals or small teams… (Senge doesn’t necessarily see this as a technological problem, but others do) Learning is often seen as acquisition and assimilation of knowledge So people look to technology to help share knowledge and “learnings” beyond individuals
83.
83 © 2004 Superfactory™.
All Rights Reserved. Organizational Phases of Learning Training Instructor led training Learning Self-directed learning, self-paced learning Double loop learning Performance Support learning becomes a byproduct of performance Knowledge Management focus on the use of knowledge for profit and performance
84.
84 © 2004 Superfactory™.
All Rights Reserved. Characteristics Shared Vision: Where there is no vision the people perish Proverbs 29:18 Surfacing and Testing Mental Models: Essential to effective communication Systems thinking: The essential properties of any system are the properties of the whole that none of the parts posses Team Learning: Two heads are really than one… sometimes that is Personal Mastery: The difference between a master and grand master is passion… caring and curiosity
85.
85 © 2004 Superfactory™.
All Rights Reserved. Shared Vision The practice of shared vision involves the skills of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance. The single thread that runs through all success stories is the involvement of large numbers of individuals in identifying the vision. How the words get written are just as important as what get written.. All must understand, share in and contribute to the organization s vision, or that vision will not become a reality. It is not truly a vision until it connects with the personal vision of the people throughout the organization--a by product of interactions of personal visions.
86.
86 © 2004 Superfactory™.
All Rights Reserved. Shared Vision Information & Communication In their theory of Autopoiesis, Maturana and Varela contend that communication is not the transmission of information, but the coordination of behavior among entities that are structurally coupled. Information is not objective: Think of the color red, or of a textbook given to two different people.
87.
87 © 2004 Superfactory™.
All Rights Reserved. Surfacing and Testing Mental Models Mental models are deeply ingrained assumptions, generalizations or even pictures or images that influence how we understand the world and how we take action Mental models are active, they shape how we act Senge, 1990 Mental models are mechanisms whereby humans are able to generate descriptions of system purpose and form, explanations of system functioning, and observed system state, and predictions of future system states. Rouse & Morris, 1986 A collection of knowledge about a physical device, system or process. Schumacher & Czerwinsky, 1992
88.
88 © 2004 Superfactory™.
All Rights Reserved. Surfacing and Testing Mental Models Representation & Cognition What we see is a function of where we stand, our constitution, our experience. Cats and birds see trees differently from the way humans do because they perceive light in different frequency ranges. The shapes and textures they bring forth will be different than ours. Maturana and Varela contend that the world is not pre- given cognition is not representation. Cognition represents perception, experience, and emotion. Heizenburg noted that what we observe is not nature, but nature exposed to our method of questioning.
89.
89 © 2004 Superfactory™.
All Rights Reserved. Systems Thinking The word systems come from the Greek, Synhistanai, meaning to put together in a context. A system is an integrated whole whose essential properties arise from the relationship between its parts, and systems thinking is the understanding of a phenomena within the context of a larger whole. The properties arise from the interactions among the parts, and are destroyed when the system is dissected, either physically or theoretically. Systems thinking is not the same as systems analysis. Think of an automobile. Systems can be understood by rich pictures made by employing positive and negative feedback loops. Circular not linear
90.
90 © 2004 Superfactory™.
All Rights Reserved. Team Learning and Personal Mastery The Key: Critical Thinking Critical thinking and reasoning are essential to communication and collaboration. Unfortunately, most people are not trained in these skills or do not practice them for what ever reason. There are numerous approaches that can be employed to teach or organize critical thinking the case method, research methods, the scientific method, blooms taxonomy, semantic structuring, etc. For team learning, it is essential that people are able to ask questions in such a way that they understand the context to which the discussion pertains. Individual must
91.
91 © 2004 Superfactory™.
All Rights Reserved. • Demands self-directed learning from their employees • Promotes mentoring, coaching, facilitating, role-modeling • Widens the concept of performance support to focus on outputs, not inputs More Characteristics
Download now