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Enhancing Knowledge-Based Strategies in Organizations

Explore the measurement of knowledge potential through internalization, combination, socialization, and externalization processes, focusing on intellectual, structural, and human capital. Learn about transparent human experiences, activities, training, education, and community practices. Discover the importance of virtual quality, networking, and project knowledge flows in Applied Knowledge Management.

noah-lowe
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Enhancing Knowledge-Based Strategies in Organizations

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  1. Measuring the potential of knowledge

  2. Internalisation Combination Socialisation Externalisation Intellectual Capital Structural Capital Human Capital

  3. Human transparency: => on experiences => on current activities => on training and education => on communities of practise => on hierarchic position • Quality of virtuality • Quality of networking

  4. Internalisation • From a receiver point of view: • Fresh • Complete • Trustworthy • Relevant • Mixed knowledge & information • Tailored to my personal profile • Easy, logical and consistent navigation • Usage measured • Content promoted • Part of the SLA • Introduced & trained • Breathing the organisational culture

  5. Externalisation • Genuinely involved: • This is the new way of working, of value creation!! • process of debriefing • explicitation of lessons learned and new insights • Work Flow Management and • Collaborative Work Space • participation in discussion groups • tele-working / tele-learning • culture of responsibility • sufficient introduction and training • measure, manage and encourage • explicit expectations

  6. Project knowledge flows

  7. Flows in Applied Knowledge Management Can we get the best people available? Intellectual Capital 20% 80% $$ Human Capital Structural Capital • transfer knowledge into • structured information • transfer skills into processes • Thinking capital • Can not be owned • Leaves the company every evening • Non-thinking capital • Can be owned • What remains when employees go home

  8. Flows in Applied Knowledge Management Can we get the best people available? Intellectual Capital 40% 60% $$ Human Capital Structural Capital • transfer knowledge into • structured information • transfer skills into processes • Thinking capital • Can not be owned • Leaves the company every evening • Non-thinking capital • Can be owned • What remains when employees go home

  9. The position of the knowledge centre $

  10. Waterquality Natural systems Describe/ measuring Coast Watercourse Responses to interventions Predictions Estuaria Sedimentation Explainations/ Analysis Rivers Design/ Intervention Morphology Lakes Ecology Objectbehavior What How System Process Combinatie Bv. Thema 3: Coast and River (Watersystems) • ICT co-ordination? • Standardisation / compatibility • Architecture? • Taxonomy and legenda k-map?

  11. The Knowledge Maturity Model Knowledge (Internalised, Learned) Intelligence (Insights Externalised) Information (Combined, Interpreted) Data (Explicit) Stand- alone Distributed (Communicated) Integrated (Process & Org) Applied (Measured & Valued)

  12. Document & Content management

  13. Knowledge and information business DC navigators SPECIALIST MIDDEL USER SECTOR GENERALIST END-USER

  14. K- interaction within DC Communication Communication project project } Q1 Q3 Q4 DC Q4 Q2 DC theme

  15. Communities of Practice

  16. Conslusions: • Making the quality of knowledge management explicit • will boost the awareness levels within your organisation. • A knowledge management measure project will involve • newly measured data, and newly involved management. • Don’t value your knowledge, but value the potential • of any knowledge in your organisation at any time. • If the number of people participating in your k-flow equal • the number of employees, you are in the low gear. • If knowledge is your business align your business strategy • with your knowledge strategy, and be surprised about the • surplus.

  17. Questions ? Boyd.hendriks@CGEY.nl

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