Knowledge Management Bombay University - 29 th Aug 08 Course: Media and Knowledge Management

1. Knowledge ManagementBombay University - 29th Aug 08Course: Media and Knowledge Management Manjushri P Dhume Sr. Knowledge Management Consultant.

2. Agenda • Afternoon session • Knowledge Management - Dimensions • Content Dimension • People Dimension • Process Dimension • Technology Dimension • KM Challenges • Some Critical Success Factors • Morning session • Knowledge Management - Introduction • Why KM? • What is KM? • Benefits of KM • Knowledge Management – Fundamentals • What is knowledge • Types of knowledge • Knowledge Life Cycle • Knowledge Management defined

3. Why KM? The rapid advances and wide spread prevalence of Information & Communication technologies has resulted in a phenomenal rise of knowledge workers…

4. Why KM? and a corresponding change in the Organizational Environment 20th Century • Functional departments in single locations • 9 to 5, Monday to Friday working • Hierarchical management structures with fixed roles • Emphasis on intra-organizational working • Organizationally structured training and development 21st Century • Geographically distributed individuals with remote and mobile working • 24/7 society • Flatter management structures, matrix management, multi-tasking and project team based • Greater emphasis on partnership and alliances • Personally tailored training and development

5. Why KM? • Knowledge workers face a lot of challenges: • Gathering knowledge relevant to a task or problem • it may be distributed across different storage systems and different media • Analyzing the knowledge they have gathered and make sense of it • Sharing knowledge with their colleagues • Keeping track of the process • - by being aware of what one is doing, what one needs to do next, and what others are doing • What to search for, what analysis is needed and who to share with • - depend on the task in hand and the current stage of the process

6. Outdated No context Irrelevant Action Knowledge Trickle Inaccurate Inaccessible Incomplete Knowledge workers challenges…… • 90% of info used comes from others. 75% of that is from memory • 80% of employees spend, 30 mins/day retrieving information • Paper consumption in U.S. tripled to 1,800 pounds / person in 10 years • 60% of the average office worker's time is spent processing documents • A typical business manager is said to read one million words per week • A Sunday edition of the New York Times carries more information than the average 19th-century citizen accessed in his entire life • Web is growing by 2M pages a day and is now over 8B pages thick • 83% of sites contain commercial content and only 6% contain scientific or educational content

7. Relating to Media… • Are people working in media and communication - knowledge workers? • What is the nature of work? • What challenges do they face?

8. Pressures on Productivity • Continuous Improvement in Quality • Quick Turnaround times • De-risking ‘Attrition’ • Pace of change: Need for innovation Knowledge Management But Why Now? • Time to market • Globalization • Virtual Team Work • Physical Resource Saturation • Enabling Technologies • Info Overload KM Business drivers… Retrieve & Display Knowledge According to a Gartner study: 72% of the 811 companies studied rated “improving Competitive response” as a major reason for practicing KM and 46% rated “Globalization” as a major factor

9. Knowledge Management defined… Knowledge Management is a management practice that leverages past and current knowledge in the organization to drive business.

10. … so why KM? • Leveraging current expertise • Enabling quick ramp-ups • De-risking attrition in the organization • Capturing & sharing best practices • Continuous innovation • Better quality delivery

11. Relating to media and communication • Do do you manage knowledge while working on your projects? How? What benefits do you get? • Are you aware of your industry practices for KM?

12. Ford’s Best Practice database contributes to more than 40% of ’productivity’ Xerox’s ‘Eureka’ helps them save 4-5% on labor and cost of spares Shell’s knowledge sharing resulted in an increase of 500 barrels/day Business Gains of KM … E&Y’s PowerPacks helped them slash proposal preparation time from 3 weeks to 3 days K-sharing in their FDA application process helped J&J make an additional $30M for a drug

13. Investment in KM …

14. Knowledge Management Fundamentals

15. Experience: 38 Deg C is too hot. Hot weather gives sunburns, saps energy, sun stroke Appropriate action What is Knowledge? Goa 38 What do these mean to you? Data • NH 38 runs through Goa? • 38 branches of First Save Bank in Goa? • Goa is the 38th entry STD list? Symbols / characters / numbers / words It could mean anything!! Let’s add some context to it Weather Information 38 Goa What? / Who? Where?, When? The temperature at Goa is 38 degrees Knowledge Information Values, Experience, Intuition Why? How?

16. What is Knowledge? Knowledge is information that changes something or somebody -- either by becoming grounds for actions, or by making an individual (or an institution) capable of different or more effective action." -- Peter F. Drucker in " The New Realities "

17. The K-I-D Structure….

18. Types of Knowledge A well-known classification is based on the fundamental contribution of Polanyi (1967), Explicit – knowledge that should be relatively easy to formalize, transfer, or store. It is objective and rational knowledge that can be expressed in words, sentences, numbers or formulas. Examples… Implicit - pertaining to ideas, feelings, and individual experience, and subjective therefore much more complex to share. It includes cognitive skills such as beliefs, images, intuition and mental models as well as technical skills such as craft and know-how. Examples…

19. Types of Knowledge Other classifications are based on the content of knowledge (Alavi and Leidner, 2001; Zack, 2001): Know – about: declarative/descriptive knowledge Know – how: procedural knowledge Know – why: casual/relational knowledge Know – who: knowledge of the “sources of knowledge” Know – with: relational knowledge

20. Types of Knowledge ShallowProcedural Knowledge Knowledge Knowledge of how to do a task that is essentially motor in nature; the same knowledge is used over and over again. Declarative Knowledge   Surface-type information that is available in short-term memory and easily verbalized; useful in early stages of knowledge capture but less so in later stages. _______________________________________________ Semantic Knowledge   Hierarchically organized knowledge of concepts, facts, and relationships among facts. _______________________________________________ Episodic Knowledge   Knowledge that is organized by temporal spatial means, not by concepts or relations; experiential information that is chunked by episodes. This knowledge is highly compiled Deep and autobiographical and is not easy to extract or capture. Knowledge

21. Relating to Media and communications • Examples of tacit and explicit knowledge from your industry? • From each role in O&M?

22. Knowledge as an Attribute of Expertise • An expert in a specialized area masters the requisite knowledge • The unique performance of a knowledgeable expert is clearly noticeable in decision-making quality • Knowledgeable experts are more selective in the information they acquire • Experts are beneficiaries of the knowledge that comes from experience • Academic knowledge contributes to conceptual knowledge—a prerequisite for practical knowledge

23. KM Core Process / Knowledge Cycle Mike Burk, Knowledge Management: Everyone Benefits by Sharing Information, Public Roads, December 1999· Vol. 63· No. 3

24. Knowledge Creation Nonaka and Takeuk‘s Knowledge Spiral http://www.nwlink.com/~donclark/history_knowledge/nonaka.html

25. Knowledge Creation • Nonaka models knowledge creation/conversion/transfer as a spiral process. • Externalization - from Tacit to Explicit : Articulation among people through dialog. Articulate "conceptual" tacit knowledge explicitly through the use of such techniques as metaphors and models. In externalization, individuals commit and become one with the group transcending both inner and outer boundaries of the self. This can include the sharing of ideas, thoughts, and experiences. • Combination - from Explicit to Explicit: Explicit knowledge is converted into more complex and systematic forms of explicit knowledge. Explicit knowledge is collected from either internally or externally to the organization and then combined, edited and processed to form new knowledge. The new knowledge is then disseminated across the organization in company reports, digital format etc

26. Knowledge Creation Nonaka models knowledge creation/conversion/transfer as a spiral process. Internalization - from Explicit to Tacit: This is "learning by doing" and sharing mental models and technical know-how. Explicit knowledge contained in texts and manuals that can be reflected upon by trainees enriching their current tacit knowledge base is one example of internalization. Socialization - from Tacit to Tacit: Sharing experiences with others (sympathized knowledge). Experience among customers, suppliers, and colleagues in face-to-face meetings and direct interaction inside and outside the organization. Since tacit knowledge is subjective and difficult to articulate, it requires exchange through shared experiences (i.e., living in the same environment). Traditional apprenticeships relied on this transfer of tacit knowledge through hands-on experiences as opposed to information found in written texts or manuals.

27. The Knowledge Creation Spiral Dialogue LinkingExplicitKnowledge BuildingCommonGround Learning by Doing

28. Nonaka’s model • Each type of knowledge can be converted. When viewed as a continuous learning process, the model becomes a clockwise spiral; organizational learning depends on initiating and sustaining the learning spiral. (The model is a spiral, not a cycle, because as one “learns” around the spiral, understanding moves to deeper and deeper levels.) (see http://www.knowledge-nurture.com/web/bulabdoc.nsf/By+Title/86B566634BC84EA28625662C005C1996/$FILE/NONAKA.PDF)

29. Knowledge Storage • Filtering, Codifying • Organizing and representing knowledge before it is accessed by authorized personnel • The organizing part is usually in the form of a decision tree, a decision table, or a frame • Converting tacit knowledge to explicit knowledge in a usable form • Converting undocumented to documented information • Making corporate-specific knowledge visible, accessible, and usable for decision making Elias M. Awad Hassan M. Ghaziri , Knowledge Management, 2002 by Prentice-Hall, Inc.A Pearson Education Company 2002

30. KnowledgeSharing Impediments to Knowledge Sharing • Internal Integration: the practice of getting information and intellectual resources to an individual or team when they need it. Getting the Right Knowledge, to the Right People, at the Right Time, and at the Right Cost. • External collaboration: Making the most of what we want to know • End-to-end synchronization M. Awad, Hassan M. Ghaziri, Knowledge Management, Prentice-Hall, Inc. Upper Saddle River, 2002

31. Knowledge Application • Knowledge Based Supply Chain Management • Knowledge Applications in Design • Knowledge Applications in Manufacturing • …………..

32. Bringing tacit knowledge to the surface, consolidating it in forms by which it is more widely accessible, and promoting its continuing creation Policies, procedures and technologies employed for operating a continuously updated linked pair of networked databases Birkett Anthes Creation, acquisition and transfer of knowledge and modification of organizational behavior to reflect new knowledge and insights Understanding the relationships of data; Identifying and documenting rules for managing data; and Assuring that data are accurate and maintain integrity Garvin Strapko Processes of capturing, distributing, and effectively using knowledge The art of creating value from an organization’s intangible assets Davenport Sveiby KM - the definition wars: What the Guru’s say?

33. We believe that KM is… People, Process and Technology directed towards the harvest and reuse of organizational knowledge Create  Capture  Store  Retrieve / Distribute  Apply / Reuse

34. People Process Content Internal & external Content classified as content types Knowledge @ Infosys Technology KM Dimensions • Content creation • Content quality • Incentivization • Content reuse • Metrics & ROI • Users • Authors • Reviewers • Experts • Evangelizers To support knowledge capture, storage, sharing, retrieval and collaboration

35. Knowledge Management Dimensions – in detail

36. Content Dimension

37. Internal External • Internal White Papers • Reports • Reusable Artifacts • Training Materials • Case Studies • Design documents • Glossary • Trends • Book Reviews: • Reviewed Website • Online Journals & books • Technology and Business News Content Dimension Origin Internal/ External Content Type Cases, Literature, proposals etc…

38. Knowledge Management Architecture • Knowledge management requires several components: • Access to both internal and external information sources, • Repositories that contain explicit knowledge, • Processes to acquire, refine, store, retrieve, disseminate and present knowledge, • Organizational incentives and management roles to support these activities, • People who facilitate, curate, and disseminate knowledge within the organization. • Information technology to provide automation support for many of the above activities,

39. Managing Content - some definitions We manage information by classifying them intuitively Are the C drives of people working in the same dept. same? • Taxonomy: • List of vocabulary and their relationships • A framework for classification of entities – say, for classifying animals, birds, documents, books, mechanical parts, • Directory • The presentation of the taxonomy • Metadata • Information about the information • Example: the publication is authored by XYZ • Thesaurus • Related words • Synonyms • Subsets and supersets • Example: Pizza; meal, Italian Pizza NO WHY SO? There are more than one correct way But they could be short of the optimal option

40. The Need for classification • Browse / Navigation vs “Search” • Context based precision retrieval of information • Example: search for docs on “tax”, you will end up getting docs on “syntax” as well • Representation of the mental map of the users or the line of business of the organization • Helps in promoting a single organizational language common to • Employees • Customers • Partners and vendors (Aligning taxonomy to business goals and directions) • Absence of a well developed taxonomy leads to • Inconsistent naming of products, services and other items of info resulting in inconsistent response to stakeholders • Inaccurate user input • Names and terms not intuitive enough to attract the attention of users / customers • Can become the backbone for a variety of knowledge services

41. Single Taxonomy driving multiple applications Content classification and Search Tool Content Subscription Discussion Forums Content Taxonomy Project Mgt. Tool Skills Map Manpower planning Training System CRM system

42. ONM content Dimension • Content Classification: • Classification based on NWD (Needs, wants and desires) • Food and drink, housing, health, hygiene, money, grooming, knowledge, transportation, communication, socio-cultural, sex, entertainment, and business communication • Classification based on consumer segments • Kids, teenagers, homemakers, breadwinners and seniors • Content Types: Presentations, market information on sectors, research, creative work, competitive advertising, case studies, useful links, photographic references, bibliography, other studies, quotations, documents, Toolkit, consumer insights, papers, internet links, credentials, client lists,

43. ONM content Dimension • Quality check on documents • Identify valuable content – Cup representative for exceptional quality. • Access restriction/

44. People Dimension

45. Why people share knowledge? 59% 44% 42% 21% 18% 17% Fig in % Ranking Rank 1 or Rank 2  Source: Infosys KM Survey

46. Nurture Increase usage / involvement Increase trials. Hold existing users Demonstrate benefits Visibility / Recognition Make mandatory Testimonials Curiosity factor, Build awareness, Generate trial Demonstrate benefits Visibility / Recognition Incentives, Visibility / recognition Incentives Promotional tools WIIFM? – the answer holds the key to KM success Incentives cannot be removed altogether. Different flavors of incentives at various stages are needed as boosters K-Sharing KM Maturity 

48. Knowledge is Power • At the first American Conference of Artificial Intelligence (1980), Edward Feignebaum coined the phrase “Knowledge Is Power” • In 1997, a new field, called Knowledge Management, began from the realization of the tremendous value of knowledge to the corporate enterprise. • Knowledge is more than equivalent to force -- Samuel Johnson

49. Internal KM Branding & Promotion • Promotion campaigns have a singular focus – Recognize & celebrate the knowledge sharing efforts of the employee • Work towards making KM, top of mind recall by every employee, for all the right reasons… • Use contemporary & innovative themes in the campaign & mementoes • Launch various reward and recognition schemes to encourage different forms of knowledge sharing within the organization

50. Incentives for knowledge sharing • Recognize contribution • Rewards based on points – to be exchanged for gifts: Satchels, seat shirts, T-Shirts, coffee flasks for Valuable contributors • Rewards for the first contributor • Rewards for knowledge use. Knowledge Management roles • Knowledge officers • Rewards based on points – to be exchanged for gifts: Satchels, seat shirts, T-Shirts, coffee flasks for Valuable contributors • Rewards for the first contributor