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Knowledge Management

Knowledge Management. Knowledge Map. Questions/ Discussion. Fad or Fundamental? Why Knowledge, Why Now?. Action Plan Getting Started. Key Concepts A Bit of Theory. Knowledge Management. The Knowledge Agenda. KM. Critical Success Factors. Cases. Fad or Fundamental?.

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Knowledge Management

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  1. Knowledge Management

  2. Knowledge Map Questions/ Discussion Fad or Fundamental? Why Knowledge, Why Now? Action Plan Getting Started Key Concepts A Bit of Theory Knowledge Management The Knowledge Agenda KM Critical Success Factors Cases

  3. Fad or Fundamental? Innovation in Products, Services and Processes Added Value Time-to-market “Information Society” Knowledge • Global Customers • Changing Needs • Time-to-market • ‘Smart’ Products • Customization • Service • Quality • Intangibles Goods & Services Information Responsiveness Market driven Flexibility

  4. Roots of Knowledge Managment Business Transformation (BPR, TQM, culture) Learning Organization Innovation Knowledge Management Intellectual Assets/Capital Information Management Knowledge-based Systems

  5. Knowledge is Different (1) Intelligence Human, judgemental Contextual, tacit Transfer needs learning Knowledge Information Codifiable, explicit Easily transferable Data

  6. Conversion processes Source: The knowledge creating company, I. Nonaka and H. Takeuchi Socialization Externalization Tacit From Internalization Combination Explicit Tacit Explicit To

  7. Knowledge is Different (2) Chaotic knowledge processes Human knowledge and networking Information databases and technical networking Systematic information and knowledge processes

  8. Working Definition Knowledge Management is the explicit and systematic management of vital knowledge - and its associated processes of creation, organisation, diffusion, use and exploitation.

  9. What is ... in Practice • Knowledge Teams - multi-disciplinary, cross-functional • Knowledge (Data)bases - experts, best practice • Knowledge Centres - hubs of knowledge • Learning Organization - personal/team/org development • Communities of Practice - peers in execution of work • Technology Infrastructure - Intranets, Domino, doc mgt • Corporate Initiatives - CKOs, IAM, IC accounting

  10. 2 Key Thrusts Sharing existing knowledge “Knowing what you know” Knowledge for Innovation “Creating and Converting”

  11. Seven Levers • Customer Knowledge - the most vital knowledge • Knowledge in Products - ‘smarts’ add value • Knowledge in People - but people ‘walk’ • Knowledge in Processes - know-how when needed • Organizational Memory - do we know what we know? • Knowledge in Relationships - richness and depth • Knowledge Assets - intellectual capital

  12. Knowledge Cycles Innovation Cycle KM Cycle Collect Codify Identify Classify Embed Organize/ Store Product/ Process Knowledge Repository Create Share/ Disseminate Use/Exploit Diffuse Access

  13. Some Cases • Create/discover - 3M, Glaxo Wellcome • Codify - BHA, Standard Life, PwC • Diffuse - H-P, Thos. Miller, Rover, BP • Use - Buckman, Steelcase, PwC, Andersen etc. • Process/culture - Cigna, Analog • Conversion - Monsanto • Measure/exploit - Skandia, Dow

  14. Glaxo Wellcome • A strategy led initiative - learning org. focus • Workshops to convert rhetoric to action plans • Using Intranets to share R&D, help approvals • Library, document management support • Reoreinted Technical Architecture • Challenge is creating ‘sharing culture’ Bottom Line - better RoIC

  15. Glaxo Wellcome - Knowledge Net Learning History Team Skills Process Improvements - Quality etc. Knowledge Network Architecture New science competencies Communications Marketing products - customer dialogue People - manager skills - ‘Yellow pages’ - expertise Strategy

  16. Price Waterhouse KnowledgeView SM • Knowledge is their business • Systematic processes - sharing ‘best practice’ • Knowledge centres - editors and advisers • Taxonomy - International Business Language • Common formats on information • Lotus Notes for multiple ‘views’ • Adding contextual/contact information Bottom Line: Better solutions in less time

  17. Buckman Laboratories • “Solutions lie in minds, not databases” • Corporate network (V1 - CIS) - up in 30 days • Knowledge Transfer department and VP • CEO monitors and uses the network • FAQs, virtual conferences, forums • K’Netix (sm) - knowledge sharing Intranet • Metrics - direct customer engagement Bottom line - open, unrestricted communication

  18. Skandia Life • First to publish ‘intellectual’ balance sheet • Visible assets vs. invisible assets • IC = customer + human + structural • IT + IC + values = Intelligent organisation • Not just sums - will drive operating units • “visualise”, success factors, indicators, development Bottom line - ongoing growth and value

  19. KM Framework for Success Leadership Structures - Cultures - HR Policies - Vision Enablers Processes Information Space Levers Measure- ment People Foundations Tools and Techniques + ‘Hard’ infrastructure - Intranet, groupware etc. ‘Soft’ - Skills, learning,

  20. IT Infrastructure • A key enabler • Access anytime, anywhere, anyhow • Lotus Notes, First Class, Intranets - groupware • Point solutions e.g. data mining, mapping • New generation of Knowledge Based systems • Focus on the I (Information - about Knowledge) • Hybrid, virtual teams

  21. Soft Infrastructure • A culture of sharing - vs. information fiefdoms • Directors of Knowledge (Intellectual Capital) • Facilitating knowledge processes • change teams, development workshops etc. • Developing personal skills • info management, ‘dialogue’, online techniques • New measures of human capital, capabilities

  22. Critical Factors • Strong link to business imperative • Compelling vision and architecture • Knowledge leadership • Knowledge creating and sharing culture • Continuous Learning • Well developed ICT infrastructure • Systematic knowledge processes

  23. Action Planning 1. Find out where you are! • do an assessment; look for existing practice 2. Identify the knowledge champions • and top level sponsors 3. Start the learning process • attend seminars, site visits, assemble resources 4. Understand the seven knowledge levers • find how knowledge adds value to your business

  24. Action Planning (cont.) 5. Identify Related Initiatives • an opportunity for collaboration? 6. Initiate a Pilot Project • look for quick wins, within long-term framework 7. Assess Organizational Readiness • assessment plus enablers, levers, foundations 8. Develop a road map for knowledge • vision, goals, strategies, resources, networks.”

  25. Company/Enterprise: Gap Analysis Source: ENTOVATION Collaborative Process Communications Technology Performance Measures Education/Development Leadership/Leverage Learning Network Market Image Innovation Intelligence Alliances/Joint Ventures Products/Services

  26. The End

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