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Understanding Knowledge Management: Strategies, Challenges, and Implementation

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Knowledge Management (KM) is the systematic approach to managing vital knowledge within organizations. Despite vast expenditures, critics like Richard Sapio claim KM can waste resources when not properly executed. Effective KM involves creating, organizing, disseminating, and utilizing knowledge. This approach relies on people, systems, and cross-functional teams, promoting organizational memory and collaboration. As highlighted by successful companies, the key to KM is integrating technology while emphasizing the human element. Understanding the complexities of knowledge transfer can enhance productivity and innovation.

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Understanding Knowledge Management: Strategies, Challenges, and Implementation

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  1. Kelompok 11 Belrin Chrissandi 1501196216 Gunarto 1501210082 Pendi 1501210164 Suhendri 1501208834 Winly 1501193492 Knowledge Management

  2. What is Knowledge Management? “Knowledge Management is a waste of money. Organizations spend billions of dollars in their efforts to cut a corner or two resulting in just a fraction of savings” Richard Sapio CEO, Mutual Capital Alliance

  3. What is Knowledge Management? Knowledge Management is the explicit and systematic management of vital knowledge - and its associated processes of creation, organization, diffusion, use and exploitation.

  4. Knowledge Hierarchy

  5. People and Systems People • Knowledge Teams - multi-disciplinary, cross-functional • Learning Organization - personal/team/org development • Corporate Initiatives – Chief Knowledge Officer Systems • Knowledge Data-bases - experts, best practice • Knowledge Centers - hubs of knowledge • Technology Infrastructure - Intranets, Domino Document Management

  6. Two Key Thrusts

  7. Knowledge Cycle

  8. 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

  9. Implementing and Maintaining KM

  10. Why Implement KMS? • IBM, Oracle, Cisco • Measure intranet value at over $1 billion • BT, UK telecommunications company • Employee ideas have saved £100 million • Sodexho’s SuperSleuth • Cash reward for employees submitting sales leads • Led to over $90 million in sales volume

  11. Who’s Responsible? Everyone: • Managers/Supervisors »Leaders as knowledge champions • The Knowledgeable »Not a problem of knowing, but of access • End Users »Feedback »Psychological barriers

  12. Role of IT in Implementation • “The biggest contributor to this brilliant growth of the knowledge management system is information technology.” • Lee et al. also say, “...there are negative perspectives about information technology.” • According to a managing partner at a KM consultancy firm based in New York, “The biggest misconception that IT leaders make is that knowledge management is about technology...Usually people begin a KM project by focusing on the technology...But the key is people...”

  13. Strategy for Implementing KM

  14. Maintaining KM Systems Provide Adequate Access • Intranets • Classes Psychological Barriers • Ook Lee study • 103 questionnaires from Korean KMS users • 93 respondents were reluctant to say that a knowledge management piece was not valid

  15. Maintaining KM Systems Use it or lose it • Cook compares KMS to draining battery Share knowledge • Knowledge is individual power, not group power Removing knowledge “constipation” • Crowded closet

  16. Maintaining KM Systems Incentives • Financial • Big Idea • Pub Money Organizational Sociology • Know your audience Be flexible • “No single recipe” for success

  17. The difference of U.S. and CHINA in Knowledge management

  18. Sumber Dave Owens T.J. Vogt Chatchawan Wongwattanakit “OT” Yueping Wang

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