Download
chapter 7 n.
Skip this Video
Loading SlideShow in 5 Seconds..
Chapter 7 PowerPoint Presentation

Chapter 7

166 Vues Download Presentation
Télécharger la présentation

Chapter 7

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Chapter 7 Align Knowledge Management and Business Strategy

  2. Strategic Visioning Creativity without strategy is called art. Creativity with strategy is called good design. Knowledge Management

  3. Strategic Visioning • Determine the right diagnostic questions to ask. Knowing the right answers .... to the wrong questions.... will not serve KM project. Knowledge Management

  4. Strategic Visioning • What is the industry context in which your company operate? • What is the level and nature of turbulence (disturbed) within it. • How profound (obvious) is the uncertainty in your business. Knowledge Management

  5. Knowledge Transfer& Knowledge Integration Knowledge Management

  6. Knowledge Transfer Vision: General strategy of facilitating learning and exchange. • The two transacting individuals posses certain shared knowledge in order to effectively communicate. • ถ้ามาจากคนละหน่วยงาน จะมีส่วนที่จะแบ่งปันความรู้กันน้อยมาก • Sufficient time is available to engage in such transfer. • ถ้ามีเวลาจำกัดในการพัฒนา KM จะมีปัญหาเกี่ยวกับเวลาในการสอนงานกันน้อยเกินไป • Knowledge that is transferred remains valid by the time a transfer is completed. • Project specific knowledgeอาจไม่ได้ใช้อีก ในงานประจำ Knowledge Management

  7. Knowledge Integration Vision: Stresses (เน้น) rapid application of existing but disconnected knowledge . Knowledge assets are of little value if they cannot be mobilized rapidly. Promote synthesis of individually held knowledge at the task level. Keep cross-member learning down to bare-minimum level. Knowledge Management

  8. Real option under uncertainty Vision: When increasing high uncertainty of markets, technologies, and customer desires, the right strategic bets have high payoffs. • Clarity of future (คาดการณ์ได้ชัดเจน) • Absolute ambiguity(มืดแปดด้าน) Knowledge Management

  9. Level 4 Absolute Unpredictability Level 3 Range of Outcome Level 2 Discrete Possibilities Level 1 Predictable Outcome Level of uncertainty Knowledge Management

  10. Level of uncertainty • Level 1 : Clarity of future (คาดการณ์ได้ชัดเจน) • SWOT Analysis : Strengths, Weaknesses, Opportunities, and Threats Vision: To sustain the company’s strengths, mitigate its weaknesses, avoid threats, and gab opportunities. Knowledge Management

  11. Level of uncertainty • Level 2 : Several outcomes are foreseeable. • SWOT Analysis : Strengths, Weaknesses, Opportunities, and Threats Vision: Investments create options that allow their company to change course ... to adapt to a different discrete goal if the market condition is demand. Knowledge Management

  12. Level of uncertainty • Level 3 : Range of possible outcomes • Pilot trails, test markets • Ongoing experience is the KEY.. • Consider historically similar patterns • Example : “Internet base business” • AM/FM war • AD/CD electronic standard • Video cassette player standard (VHS and Beta) Vision: Helping the company move in a general direction within the relative fuzzy range of the outcomes. Knowledge Management

  13. Level of uncertainty • Level 4 : Absolute ambiguity(มืดแปดด้าน) • Example : Wireless internet (2003) • Consider historically similar patterns Vision: Shaping both the business and the market in ways that help a company’s offering succeed in high unpredictable markets. Knowledge Management

  14. Strategic Visioning Focus on their core competencies and tie those in very tightly to the business strategy and vision. Speed of new product launches. The faster the product is bought to market, the faster the company can recoup its development costs and generate higher profits. Knowledge Management

  15. The responsiveness quadrahedron people come from difference background ต้องการความหลากหลาย similar domains of expertise ต้องการความเร็ว Knowledge Management

  16. Permutation of business models and technology influence strategic choices to arrange transformation strategy operational strategy Knowledge Management customer, partners, supplier

  17. Business model and executability • Amazon.com • lacking deep knowledge of individual customers’ preferences, • uses theirs self-selected navigational behavior to customized offerings to each individual’s tastes Knowledge Management

  18. Codification and Personalization Codification :(To arrange or systematize) • Providing high quality, reliable, fast, and cost effective services. • Price based competition • IT is a primary enable. • Reward employees for using and contributing to DB • e.g. Pizza Hut, Dell Computer See Table 6-1 Knowledge Management

  19. Codification and Personalization Personalization : • Provide creative and highly customized services and products • Expertise-based pricing • Use IT for communication and not storage and retrieval • Reward employees for directly share their knowledge with colleagues • e.g. Private investigator, Boeing For any KM to be successfully, both approach must be present in the difference weight. Knowledge Management

  20. Knowledge Management

  21. Knowledge Management

  22. Knowledge Management

  23. Knowledge Management

  24. A high-level of strategicknowledge gap analysis Knowledge Management

  25. Knowledge maps to link knowledge to strategy • Core Knowledge HW : chip SW : graphic design skill • Advance Knowledge make your company competitively viable(capable of success). - user friendly SW (warning onlinewhen we have the phone call) • Innovative knowledge make your company lead its entire industry • allows a company to change the rules of the game • Apple and Microsoft lawsuit in 1980 (look and feel of its GUI) Knowledge Management

  26. Creating a Knowledge Map • Knowledge is not static. • What is innovative knowledge today will become the core knowledge of tomorrow. Knowledge Management

  27. Create a knowledge map to evaluate corporate knowledge Where are we? Where are they? e.g. Customer support Knowledge Management

  28. Innovate or Imitate • Intel : dominance in the microprocessor business • Choose adopt innovation • Celeron : less the cache memory • Cyrix(Taiwan): low cost pentium clones • AMD : Choose adopt innovation Super 7 year1999 Knowledge Management

  29. Aligning knowledge and business strategy Knowledge Management

  30. The process of articulating the link between business and knowledge strategies evaluate utilize to investigate Knowledge Management

  31. A recap on strategic alignment Knowledge Management

  32. Assessing (Evaluating) Focus • How can we turn Knowledge into something that add value to the markets? • How can we generate meaning knowledge? • What do we know about the customers? • How can we crate knowledge-supportive organization culture. • Can we cut cost or reduce time to market, improve customer service, or increase margins? • How can we manage people? Knowledge Management

  33. Selecting Key Players Knowledge Management

  34. เพียงเมื่อท่านหยุดก้าวเพียงเมื่อท่านหยุดก้าว ท่านก็เริ่มถอยหลังแล้ว ดร.เทียม โชควัฒนา