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Holistic Knowledge Management: Organisational Culture and Emerging Tools

Holistic Knowledge Management: Organisational Culture and Emerging Tools. Dr Madanmohan Rao Editor, “The Knowledge Management Chronicles” http://twitter.com/MadanRao. The Knowledge Journey. Existing knowledge Traditional knowledge (indigenous) in societies

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Holistic Knowledge Management: Organisational Culture and Emerging Tools

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  1. Holistic Knowledge Management: Organisational Culture and Emerging Tools Dr MadanmohanRao Editor, “The Knowledge Management Chronicles” http://twitter.com/MadanRao

  2. The Knowledge Journey • Existing knowledge • Traditional knowledge (indigenous) in societies • Organisational knowledge (classic KM) • New knowledge • Organisational innovation • Entrepreneurship, startups

  3. The “8 Cs” of Success in the Knowledge Era • Connectivity • Content • Community • Culture • Capacity • Cooperation • Commerce • Capital

  4. The “8 Cs” of Success in the Knowledge Era • Connectivity • Connectivity, bandwidth, devices, platform, interfaces, standards, portal • Content • Archives, assets, databases. Creation, codification, classification, archival, retrieval, tracking • Community • Knowledge-exchange communities, evolution of communities, support • Culture • Trust, support, learning organisation

  5. The “8 Cs” of Success in the Knowledge Era • Capacity • Roles, organisational support, training, HR • Cooperation • Between units, with customers/partners, industry, external institutes (eg academia) • Commerce • Commercial and other incentives, pricing of knowledge contribution, ranking and usage • Capital • Investments into KM practice, RoI metrics

  6. Case Studies • Private sector • IT: Infosys, Perot/Dell • Consumer products: EurekaForbes • Government / public sector • Ministry of Finance, Singapore • JTC, Singapore

  7. Infosys • Motto: "Learn Once, Use Anywhere" • Central KM group, KM steering committee • Knowledge editors • Incentivisation scheme: Knowledge Currency Units (KCUs) • KM Maturity (KMM) model • More than 99% of polled respondents expressed the belief that KM is very essential for the company • Winner of MAKE Awards (India, Asia, Global)

  8. “In this journey, a key lesson we have learnt is that unless people are able to see and experience the direct benefits of KM, no amount of incentives, rewards or recognitions are likely to elicit sustained enthusiasm, participation and involvement." Kris Gopalakrishnan COO & Deputy Managing Director Infosys

  9. What we did so far…

  10. KM @ EurekaForbes

  11. “The most important challenge in this economy is creating conversations.” Ravi Arora KM Head, Tata Steel

  12. Ministry of Finance (MoF), Singapore • 2007: Appointment of Directorate Knowledge Activists • Focus on email as a communication and documentation tool • Vendor: Third Sight • 2008: finalised taxonomy • 2010: Launch of MOFi, the MOF Intranet Portal • Next steps: suggestions/innovations, social media

  13. MoF ad: Can you find the 0 amongst the Qs? QQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQOQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQ

  14. KM Tools: The alphabet soup Abstraction, agents, authoring systems, blogging, case based reasoning, categorisation, clustering, competitive intelligence, content management, collaborative filtering, knowledge mapping, knowledge portals, knowledge visualisation, metadata, microblogs, neural networks, podcasting, search, semantic nets, social networks, story templates, taxonomy, text mining, topic maps, twitter, validation, wiki, workflow. . . . . .

  15. The Three Kinds of Knowledge(Max Boisot) • Experiential (what do I see/hear/feel now) • Narrative (what can I say/write about this) • Abstract symbolic (what stable durable content can I extract from this)

  16. Social Media and KM Impacts • Increased the population of experts available (internal + external) • Improved creation + validation of expertise (speed, quality) • New collective + unstructured + narrative knowledge • “Force multiplier” for collaboration and innovation • SEO + SMO • Trends: mash-ups and apps

  17. Social Media: Challenges • Social networking fatigue • Need to move from ‘busy’ metrics to ‘engaged’ metrics • Going beyond tactical benefits to strategic benefits • Moving from ‘social business’ to ‘better business’

  18. Drivers of KM • Globalisation • Shorter product lifecycles • Increasing economic/political uncertainty • Attrition • Growth of outsourcing • Social media, new IT tools • Information overload

  19. Knowledge Roles Boundary spanners, roamers, outposts, knowledge project managers, stewards, coaches, trainers, councillors, counsellors, officers, integrators, administrators, engineers, librarians, synthesisers, reporters, editors, learning officers, CKOs, directors of intellectual assets, CIOs, anecdote manager . . . . . . . . . . !

  20. KM Metrics: Assessing Impact • Technology/Activity • Number of emails/blogs, transactions, database size • Process • Time taken to complete a task, number of steps • Knowledge • Knowledge assets created, communities of practice • People • Empowerment, risk-taking, innovative attitudes • Business • Lower costs, faster innovation, higher profit margins

  21. KM: Sectoral Advantages • Media: management of multimedia content, smooth workflow, delivery of content on multiple devices at user end, CRM • Government: Retention of expertise from retiring employees, one integrated citizen interface for e-government services, better response to citizen/business queries

  22. KM: Sectoral Advantages • High-tech manufacturing: Reduced time to market, time to repair; learning from customer inputs and suggestions; project/product management • Banking/finance: New product development, customer/activity profiling, reducing costs, harnessing new technologies

  23. Issues for Mature KM Practices (10 years) • Benchmarking at regional/global levels • Driving KM at a national level, across organisations/sectors • Winning global awards • Thought leadership: books, case studies (eg. Infosys, Siemens, McKinsey, Buckman Labs, World Bank)

  24. Issues for KM Practices at an Intermediate Stage (5+ years) • Phasing out rewards; knowledge behaviours are well-established • Assessing social media (internal and external) • External metrics for assessing KM effectiveness • Compete for KM awards at the national/ regional/global level

  25. Issues for Early Stage KM Practices (1-2 years) • Scaling: “horizontal” or “vertical” • Identifying appropriate incentive schemes for relevant knowledge behaviours • Evolution of KM metrics (largely internal) • Organisation-spanning initiatives

  26. Questions? Email: madan@techsparks.com Blog: http://km.techsparks.com Tweets: http://twitter.com/MadanRao

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