1 / 19

Knowledge Resources & Management

Knowledge Resources & Management. SHEEO/NCES Network Conference & IPEDS Workshop 4/1/04 John Milam HigherEd.org, Inc. km.gov. Why is there a km.gov?. High federal staff turnover & retirements Lack of adequate training Tendency toward preserving status quo Minimize loss & risk

anja
Télécharger la présentation

Knowledge Resources & Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Knowledge Resources & Management SHEEO/NCES Network Conference & IPEDS Workshop 4/1/04John MilamHigherEd.org, Inc.

  2. km.gov

  3. Why is there a km.gov? • High federal staff turnover & retirements • Lack of adequate training • Tendency toward preserving status quo • Minimize loss & risk • Improve organizational efficiency • Embrace innovation • Serve customers better & more efficiently

  4. The high cost of not finding information • Knowledge workers spend from 15 to 30% of their time searching for information • Searchers find what they look for only 50% of the time or less • 40% of corporate users report they can’t find the information they need to do their jobs on their intranets • “How much time is spent reworking or recreating information because it has not been found?” (Feldman, 2004, p. 9)

  5. Knowledge has become the key economic resource and the dominant - and perhaps even the only source of competitive advantage. Peter Drucker

  6. Why? What is KM? • Knowledge management (KM) provides the processes & structures to create, capture, analyze, & act on information • Highlights conduits & bottlenecks • Emphasis is on human know-how and how to use it for maximum return • Recognition that in a volatile climate, actions must be anticipatory, adaptive, & based on a faster cycle of knowledge creation from km.gov Fast Facts

  7. Building KM Capacity throughout Government • OMB & GAO identifying viable approaches to KM • Congress mandating KM development & leadership • Federal KM leaders increasing collaboration about KM across the government • Unions supporting knowledge sharing & innovation challenges in agencies • Employees creating communities of practices for sharing expertise KM Quick: A KM Tool for Government Practitioners

  8. Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of the knowers. In organizations, it often becomes embedded not only in documents or repositories, but also in organizational routines, processes, practices and norms. Davenport & Prusak

  9. Types of knowledge Tacit knowledge: Our know-how, including the ability to reason, make decisions and take action derived from individual experience, beliefs, etc. Explicit knowledge:Written, codified, or imbedded knowledge that has been transferred to workgroups or to the organization. Social knowledge is shared informally between individuals, and within groups, communities, and networks. It may be either explicit or tacit. Customer knowledge is both knowledge the customer holds and knowledge about the customer. KM Quick: A KM Tool for Government Practitioners

  10. KM includes… • Business communications & intelligence • Enterprise content management (ECM) • Portals & Intranets • Data collection • Data marts & warehouses • Data mining • Decision support systems/EIS • Document management systems • Records management • Customer relations management (CRM) • Taxonomies

  11. KM initiatives include… • Capture and share best practices (77.7%) • Provide training, corporate learning (62.4%) • Manage customer relationships (58.0%) • Deliver competitive intelligence (55.7%) • Provide project workspace (31.4%) • Manage legal, intellectual property (31.4%) • Enhance web publishing (29.9%) • Enhance supply chain management (20.1%) Dyer & McDonough (2001)

  12. Managing learning & knowledge requires more than small-time tinkering within the organization. Success demands a paradigm shift in organizational thinking. Learning through Knowledge ManagementAhmed, Lim, & Butterworth (2002)

  13. Challenges to Implementing KM • Employees have no time for KM (41.0%) • Current culture does not encourage sharing (36.6%) • Lack of understanding of KM & benefits (29.5%) • Inability to measure financial benefits of KM (24.5%) • Lack of skill in KM techniques (22.7%) • Organization’s processes not designed for KM (22.2%) • Lack of funding for KM (21.8%)

  14. Challenges to Implementing KM – cont. • Lack of incentives, rewards to share (19.9%) • Have not yet begun implementing KM (18.7%) • Lack of appropriate technology (17.4%) • Lack of commitment from senior management (13.9%) • No challenges encountered (4.3%) Dyer & McDonough (2001) • Value mistakes

  15. KM Leadership • KM leader is not usually a “top dog” • Only 8% of KM projects start by CEO support • Most KM implemented at grassroots level • Difference between organic vs. mechanistic KM • Most of the roles, responsibilities, & tools of KM are already assumed by the work of SHEEO CIOs • KM involves a mindset about data & processes that SHEEO CIOs already have • SHEEO CIOs are uniquely poised to be grassroots government leaders in KM

  16. 8 C’s of KM Success • Connectivity to Intranet & tools • Sophisticated strategies to manage content • Large numbers of communities of practice • Culture of knowledge-centricity & innovation • Building capacity for knowledge-centric behaviors • Spirit of internal & external cooperation • Commerce – price & reward contributions • Substantial capital investments & strict metrics Rao (2003)DestinationKM.com

  17. KM competencies include… Interpersonal • Knowledge sharing/communication • Collaboration • Communities • Service orientation Personal knowledge & cognitive capacity • Analytical • Synthesis, systems • Research

  18. KM competencies include… Managerial/leadership • KM vision/strategy • Business case/assessment • Human capital, competency management • Improvement/quality • Resourcing • Analysis & research • Innovation KMPro Certified Knowledge Worker program

  19. What is your organizational & personal KM strategy?

More Related