Post on 05-Apr-2018
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Knowledge Management andInformation Systems
Edwin V. MaraonAteneo de Davao University
VP for Mindanao, PSITE-National
EVP, ICT Davao Inc.
evmaranon@gmail.com
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Main Components
Knowledge Management Concepts
Knowledge Management and
Organizational Goals Knowledge Management Strategies
and Tools
Main Reference: Presentat ion Slides of Dr. SerafinTalisayon during a Short- Term Training onKnowledge Managem ent held in Davao City, 2006
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Short Workshop #1
What helps you do your job well?
What things, people, conditions,
qualities or factors facilitateperformance of your work?
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Freedom Wall #1Goodcompensation,incentives
Motivation recognition,
appreciationInspiration significant others
References books, onlineaccess
Technology computers,
telephone,cellphones
Right tools,facilities
Good relationshipwithclients/students
Consultation withexperts
Administrationsupport
Good colleagues support,relationship, peers
Workingenvironment
Enough,manageableworkload
Experiencesrelated to the job
Trainings andworkshopsattended
Acquiredknowledge andskills througheducation
Timemanagement
Health
Working with acup of coffee
concentrationGood attitudetowards work willingness to facechallenges
You love yourwork and yourwork will love you
MotivationTangible AssetsStakeholder CapitalStructural CapitalHuman Capital
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Intangible Assets vs. Tangible Assets
Human Capital
Structural Capital
Stakeholder Capital
Tangible Assets
Motivation
Intellectual Capital /Knowledge Assets(market value largely
hidden from view)
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3 Categories of Intellectual Capital
Of an Organization
Hum an Capital
Skills
Attitudes
Health Stak eholder /
Custom er Capital ( =Ext ernal Capita l)
Supportive relationships
(e.g., partners, govern-ments)
Information/knowledgenetworks outside (e.g.,Internet)
Structural / Process
Capita l ( = I nternalCapital)
Support systems,processes, practices(e.g., intranet)
Manuals, work temp-lates, directories,databases, library and
other codified knowledge Leadership/management
style, policies, guide-lines
Teamwork, workingrelationships
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Knowledge Assets /1 Hum an capital the knowledge that
leaves company premises at 6 oclock inthe evening; embodied in people
Structura l capita l the knowledgethat is left behind in company premisesat 6 oclock in the evening; embeddedin processes
Sta keholder capita l knowledgeinherent in external businessrelationships; goodwill; brand;earned with partners/patrons
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Knowledge Assets /2 Knowledge is not only the repository of
corporate value, it is also essential in theprocess of creating value
The corporation owns only two components ofmarket value: financial capital and only theexplicit forms of structural capital
The corporation only rents human capital,and slowly earns stakeholder capital
Tacit forms of process capital inhere with thegroup of employees; they are lost when theemployees leave or are regrouped
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KM: How to do your job wellKnowledge Management: sourcing and deploying knowledge assets
(= intellectual capital) for better work performance
Human Capital
Structural Capital
Stakeholder Capital
Tangible Assets
Other Factors
Better WorkPerformance
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Knowledge Management Defined Getting the right knowledge to the
right people at the right time
Helping people share and put
information into action in ways thatstrive to improve organizationalperformance
-- Carla ODell & C. Jackson Grayson, Jr. ( I f
Only We Knew What We Know) Sourcing and deploying knowledge in a
manner that creates most value for anorganization, individual or society-- Dr. Seraf in D. Tal isayon
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Definition of Knowledge /1Justified belief that increases an entitys
capacity for effective action. IkujiroNonaka
I define knowledge as a capacity to act. Karl-Erik Svelby (The New OrganizationalWealth)
Knowledge is information that changessomething or somebody either by becominggrounds for action or by making anindividual (or an institution) capa ble ofdifferent or more effective action. PeterDrucker (New Realities)
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Definition of Knowledge /2 In summary, knowledge is capa city for
effective a ction, producing results orcrea ting va lue
Information is know what, what is or what isinteresting.
Knowledge is know how , w hat w orks or what isuseful.
Information
Knowledge = capacityfor effective action
Information useful foreffective action
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From Data to Wisdom Data: qualitative or quantitative record
of observation
Information: data + interest of a user
Knowledge: information + utility to auser for effective action
Technology: explicit knowledge, usually
patented Expertise: tacit knowledge, personal
Wisdom: information or knowledge +ethical framework or wholistic
perspective
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IM vs. KM
Information management (IM) dealswith information objects, and with
people-to-information interface KM deals with both people-to-
information and people-to-peopleinterfaces.
KM attends to both explicit and tacitknowledge, while informationmanagement can handle only explicitknowledge.
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I nformation M anagement
Raw Data Data Processor
Storage
Information
Manager/Administrator/Personnel
Problem/Dilemma/
Issue
Problem-Solving/Decision-Making
Results
Feedback
Business Process Cycle
Information System
Information Technology
. Plan
. Organize
. Direct
. Control
. Relevant
. Current
. Accurate
. Complete
. Economical
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KM, IM, HRM
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Definition of CapitalCapital is anything that yields regular
income Robert Kiyosaki in Rich Dad,Poor Dad
CapitalRegularIncome
Financial Capita l ( e.g., stocks)
Natural capital ( e.g., mango tree)Social capital ( e.g., ninong/ ninang)I ntellectual capital ( e.g., expertise)
Dividend or intere st
Natural income ( e.g., mangoes) Gifts every Christmas Salary or professional fees
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Private Sector:
Intangible Assets > Tangible Assets
Increasingly, intangible knowledgeassets are dwarfing the value of tangible
book assets of many organizations. S.L. Mintz, CFO Magazine, February 1, 2000,http://www.cfo.com/article/1.5309.1086.00.html
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Corporations Market Value Consist
Mostly of KnowledgeThe accounting system does not
capture anything really. Judy
Lewent, Chief Financial Officer, Merck
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Some Examples of Knowledge
Brand, reputation, customer loyalty
Distribution channels, customer networks
Strategic partnerships/alliances,franchisees/franchisor
Connections with key governmentofficials/agencies
Pool of consultants
Stakeholder Capital
(Customer Capital or
External Capital)
Work processes
Patents, copyrights, trademarks
Documents, manuals, work templates,formulas
Databases
Documented best practices
Institutionalized systems/procedures
Structural Capital
(Process Capital or
Internal Capital)
Expert or skilled technical/professionalemployees
Morale and loyalty of personnel
Business process owners
Experienced and high performanceexecutives
Human Capital
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Short Workshop #2 What knowledge assets in your
institution are critical (when lost,
they affect the institution)?
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Freedom Wall #2
Students
Alumni support
Community support(parents/benefactors/sponsors)
Affiliations/LinkagesMarketability of courses offered
ICT infrastructure (software,hardware, network, databases)
Manual of operations
Documented best practices
Good curriculumGood student services (not all)
Vision-mission-objectives
Administration support (not all)
Skills upgrading scheme
Experts in their field faculty(competency, skills)
Staff and personnel (loyal,efficient)
Management/Leadership skills
Stakeholder CapitalStructural CapitalHuman Capital
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Short Workshop #3 Among the critical knowledge assets
(CKAs) identified in Short Workshop
#2, what can be supported by IT?
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Insights on Short Workshops #2 & 3 Not all critical knowledge assets
(CKAs) of an organization can be
supported by IT The non-IT CKAs form part of the
culture to be established to creategreater value on products or services
A KM system is a fusion of IT(codification) and non-IT interventions(personalization)
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Learning is Reflection-in-Action
Any group
activity,project orprogram, orany personalaction oractivity
Lessons
LearnedMeeting (LLM) Reflect Review Evaluate
Information useful for moreeffective
and efficient action(KNOWLEDGE)
Value Creation Learning
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Trigger Questions What worked well? What didnt work? Why?
What went well? What went wrong? Why?
What are the success and failure factors? How different would you do it the next time
around?
Worked well Best or Good Practices
Didnt work/went well Next Practices
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Knowledge Management andOrganizational Goals
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Question #1
UsefulKNOW-HOW
ValuableRESULTS
Effective
ACTION
Value Creation
QUESTION 1:Select 1 very valuable resulta school is seeking.
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ADDU: The Object of Study Vision
Mission Statement
Goals
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Key Words of the ADDU Vision-
Mission Statement The Ateneo de Davao University is a
Filipino, Catholic, Jesuit
University.
Filipino
Catholic
Jesuit
University
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Key Thrusts of the Mission
Statement
University
Catholic
Jesuit
Filipino
Academic Excellence
Spiritual Growth
Faith-Based Social
Involvement
Cultural Rootedness
(Magis)
(Fortes in Fide)
(Faith and
Justice)
(Filipino
Nationalism)
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One Common Task
Formation ofPersons-For-Others
(PFOs)
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Characteristics of the PFO Integral Formation (Wholistic)
Solid Foundation (Strength of Character)
Christ-Centered (Fortes in Fide) Core Values (4 Cs, 5 Ss)
Cura Personalis (Personal Care)
Magis (the More)
Dialogical (Experience-Reflection-ActionPraxis)
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The University Effort TowardsForming PFOs
Formation
of PFOs
Academic Excellence
Spiritual Growth
Faith-Based Social
Involvement
Cultural Rootedness
Academic Programs
Administration and Staff
Campus Ministry
Social Involvement
Coordinating Office
Support Service Offices
(AO, OSA, GO)
Extension Offices
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Generic Production System Model
INPUT: raw materials appropriated from the environment and introduced into
the system [Student Recruitment]
11
The Generic Production System Model
EE
NN
VV
II
RR
OONN
MM
EE
NN
TT
THRUPUT: The process consists of the complex set of operations or stages,procedures or activities which transform the input [Level and Subjectshandled by teachers] [The Curriculum and Instruction] [Co- and Extra-Curricular Programs]
OUTPUT: The Finished Product with new value added which is then issued to theenvironment [The Ideal Graduate]
Quality Control Mechanism
THRUPUT
EE
NN
VV
II
RR
OONN
MM
EE
NN
TT
INPUT OUTPUT
Feedback Loop
FEEDBACK: From the graduates themselves (alumni), their employers, the industryin general serve as new input for improvement.
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Rewind: Question #1
UsefulKNOW-HOW
ValuableRESULTS
Effective
ACTION
Value Creation
QUESTION 1:Select 1 very valuable resulta school is seeking.
** PRODUCING THE IDEALGRADUATE **
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Question #2
UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
Value Creation
QUESTION 2:What very important businessprocess is intended to producevaluable results?
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Business Process A connected set of activities (or work flow)
to produce a product or service valued byconsumer/clients
The end product or service is used, availed
of or consumed by external clients,consumers or stakeholders. The output isof value to consumers.
Administrative and other support activitiesfor internal clients are called supportbusiness processes.
The process or work flow may or may notbe formally recognized, given a name, ordocumented fully.
The work flow may cut across organiza-tional units.
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Main Processes in the Academe /1 Administration
Leadership/Management (Board ofTrustees, President, Deans, Chairs,Coordinators, Directors)
Recruitment/Admission (AdmissionsOffice)
Student Records (Registrars Office)
Library and Audio-Visual Resources
(Library) Financial Sustainability (Finance Office)
Physical Resources (Physical Plant Office)
Human Resources (Personnel Office)
Information Systems (MIS Office)
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Main Processes in the Academe /2 Instruction
Academic Programs Classroom and Laboratory Instruction
Faculty and Staff Development
Curriculum Development
Materials Development (Coursepacks)
Facilities Development (Lec, Lab)
Co-Curricular Programs
Student Interest Groups/Clubs Structured Support Programs (FYCF, CWTS)
Extra-Curricular Programs Campus Clubs (Student Govt, Religious,
Socio-Civic, Publications, and the like)
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Main Processes in the Academe /3
Research
Project and Theses Direction
Faculty-Student Special InterestGroups
Research and Publications (Division-based, University-wide)
Extension Industry Linkages/Partnerships
Faculty Consultancy Services
Community Involvement Programs
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Rewind: Question #2
UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
Value Creation
QUESTION 2:What very important businessprocess is intended to producevaluable results?
** CLASSROOM AND LABORATORYINSTRUCTION **
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Value Proposition
UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
Value Creation
Value Proposition: If we do action Xwell, we achieve valuable result Y
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Classroom and Laboratory Instruction
Processes
Lesson Preparation
Classroom management (prayer,attendance, assignments, etc.)
Deliver the prepared lessons (lec, lab)
Conduct assessment (quizzes, exams,return demo, boardwork, recitation,etc.)
Review of lesson taken (recap)
Consultations
Class Observation and Evaluation
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Question #3
UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
Value Creation
QUESTION 3:What are the very importantknowledge inputs and supportsto the business process?
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KM Proposition
UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
KM Proposition: If we manage wellknowledge assets k1, k2, then weperform the business process well.
Knowledge Management
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Important Knowledge Assets
Classroom management skills
Syllabi and lesson preparation skills
The art of questioning and handlingquestions
Test construction skills
Public speaking skills
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Gist of High Octane KM
Managing the CKAs from Question #3= minimum KM which would yield very
big benefit to the institution This would be the KM that would give
the institution big mileage per unitof effort
A High-Octane KM for the institution
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Knowledge for Value Creation
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High Octane KM Revisited
UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
WHAT is the right thing to do?
WHY or WHAT FOR does ourinstitution exist?
HOW do we do it well?
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Higher Octane KM
UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
What is a BETTER thing for us to do?
Have we missed something evenMORE valuable?Who says so? The customers!
HOW shall we do it BETTER?
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Knowledge Cycle
Learn
InnovateSource outDocument
Buy
Use/ReuseApplyDeploy
Benefit/value is created at thepoint of use
ShareTransferDistributeSynergizeCombine
EncodeClassifyOrganize
Store/retrieve
TestValidateMeasureAdapt
Potential benefit/value is created
Internal &ExternalSensing
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Knowledge Use and KnowledgeCreation
Marketing and innovation produceresults. All the rest are costs.
Peter Drucker
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Customer Feedback Innovation
Process/ ProductI nnovation
Solvean unmet need/problem
of customers
Satisfy customersCreate value
Generate revenueCreate opportunity
More/new customer
Identify an unmetneed/problem of customers
Ext erna l Sensing:
Survey or questionnaireInterview or FGD
Customer complaintsMarket foresight
Technology foresight
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Problems and Complaints
Do not be afraid of problems andcomplaints from clients. Why?
Behind every problem is anopportunity.
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Problem Innovation
PROBLEM Expense in hiring grass cutters
Long waiting between ordering andreceiving food in a restaurant
Bad weather or winter prevents joggingoutdoors
Checking the time early in the morningwithout waking too much you cant goback to sleep
Children playing and opening medicinebottles
Comb works only in one direction
Paper fasteners or clips too bulky or
ruins paper Swiss watches losing to Japanese
digital watches
Firms do not precisely need hardwareand software pushed by IT vendors
Tracking politics, alliances andcross-talk: among top executives in anorganization
INNOVATION Raise goats
Fastfood method
Indoor exercises
Talking clock (says the time when youpress a big button on top)
Child-proof bottle caps
Cylindrical hair brush
Paper clip
Swatch; sell fashion and style, notwatches
Sell tailor-made business solutions tospecific business needs
Sociogram
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KM and Organizational Performance
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Knowledge ManagementStrategies and Tools
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Quickie Poll #1
What percent of the knowledge inour brains are documented orwritten in books, manuals, journals,articles, and the like?
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Tacit Knowledge vs. Explicit
Knowledge /1
We have more tacit knowledge (inour brains) than explicit knowledge(documented)
75% tacit vs. 25% explicit
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Other Examples of Knowledge
Documented bestpractices
Course programs, e-
learning systems Process tools
Formulas: pharmacy,cooking recipes, menus,etc.
Portals, databases Directories of customers,
suppliers, business allies
Undocumented butefficient work processes(it works well!)
Workable prototypesbefore blueprint or patentpapers
Workarounds
Tricks of the trade
Networks: professional,customer, industry
Business alliances andstrategic partnerships
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Work Templates: Useful (Explicit)
Knowledge Objects
Formats of reports and communications that areregularly sent or used
Process descriptions and workflows, guidelines forcertain activities
Set of standard documents for a particular
requirement, such as those needed in starting up anenterprise, e.g., for registration with SEC, BIR, andDavao City government, certifications on bankdeposits, etc.
Excel files for regular recording, summarization andreporting of financial, statistical and other data
Sample project studies and project proposals thatwere successful or were approved, and which can beused as template fof the next similar studies orproposals
Questionnaires/surveys that are regularly issued orcan be re-used
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Transferring Tacit Knowledge
Easy to write/Verbalize
Difficult to write
or verbalize
Tacit knowledgeof an expert
Tacit knowledgeof a learner
Documentationor Manual
Tacit knowledgeof a learner
Learning of
learners
Storytelling,Demonstration
Write-up by expert,
Questionnaire,AV Recording
Practice
Apprenticeship,Mentoring,Coaching
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Quickie Poll #2
What percent of your presentskills/expertise came from yourformal schooling?
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Knowing-Doing Gap
After 4 years of studying theknowing-doing gap, Stanfordprofessors Jeffrey Pfeffer and Robert
Sutton concluded:one of the most important insights
from our research is that knowledgethat is actually implemented is much
more likely to be acquired fromlearning by doing than from learningby reading, listening, or eventhinking. (The Knowing-Doing Gap)
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Modes of Knowledge Transfer
Mentoring/coaching,
Learning while doing,
On-the-job training,
Demonstration byexpert
Management games,
Computerizedsimulations,
Role playing
Work templates andmanuals,
After-action reviews,
Lessons-learnedmeetings
Case studies,
Industry benchmarksand best practices,
Storytelling
Corporate universities,In-house training
programs
Academic degreeprograms,
Professional journals
Immediate(during use)
Remote from Use
Proximate(before or after use)
ImmediacyOutside theWork Setting
Within theWork Setting
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The KM Audit Question
UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
Core and criticalbusiness processes
The institution creates valueFor itself and its clients
Critical knowledgeassets
How well do knowledge assets supportcore & critical business processes?(identification of top knowledge gapsthrough certain instruments)
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KM for Operational Efficiencyof Existing Business Processes
Business Goals
Documentation ofExisting Processes
Workflow DiagramsWork Templates
Directories/DatabasesData Flow Diagrams
KM Audit
Priority Knowledge GapsKM Readiness Scale
Critical knowledge assets
Existing ProcessesCore
CriticalSupport
KM Solutions
ITNon-IT
IT Solutions(mostly explicit)
Non-IT Solutions(mostly tacit)
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Demand-Driven KM AuditData Gathering
Knowledge AssetsNeeded for Business
Process
(ideal wish list)
Score by importance
Knowledge AssetsNeeded for Business
Process
(ideal wish list)
Score by availability andQuality of what is available
Knowledge Gap
Prioritize by gap scoreCharacterize priority gaps
Demand Side
Supply SidePer Business Process
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Demand-Driven KM AuditAnalysis
Organizational gaps inknowledge, tangibleassets and energy
List of knowledgeAssets needed
(knowledge taxonomy) Score byImportanceAvailability
Quality
Rank knowledge gaps
Characterize knowledge
supply to fill priority gaps
Optimum mix of cost-effective KM solutions
Demand Side
Supply Side
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UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
Value Creation
Operational KMHow doe we do it well?
(= Operational efficiency)
Aligning KM to Organizational Purpose
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UsefulKNOW-HOW
ValuableRESULTS
EffectiveACTION
Value CreationWhat is the right thing to do?(= Creating greater value)
Operational KMHow doe we do it well?
(= Operational efficiency)
Aligning KM to Organizational Purpose
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KM for Creating Greater ValueInnovating/Improving Business Processes
Needs of StakeholdersStakeholder survey
Survey of Internet surfersSurvey of BOT preferences
Survey of market intelligenceneeds of members
Documentation ofExisting Processes
Workflow DiagramsWork Templates
Directories/Databases
Data Flow Diagrams
Organizational
LearningLessons learned meetingsCopying best practices
Innovating next practices
LO Diagnostics
KM SolutionsIT
Non-IT
New or ImprovedProcesses
More efficient staffoperations (internal KM)
Better services for stake-holders (external KM)
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Codification vs. Personalizationin Service Organizations
Knowledge in people; focus
on people-to-people interfaceAppropriate for client-specific services with highexpertise and tacitknowledge content
Personnel are skilled ininnovation, improvisationand people skills
Knowledge in databases;
focus on people-to-documents interface
Appropriate for deliveringrecurring types of servicewith low tacit knowledgecontent
Personnel are skilled in ITapplications and reuse ofknowledge
People Track:
Personalization Strategy
IT Track:
Codification Strategy
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Multiplying Benefits via Networks
Network a group of users of the samegood/service wherein the benefit enjoyed bya user increases as the number of usersincrease
Knowledge network multiplicative mutualbenefit via ICT-enabled sharing anduse/reuse of knowledge
Examples: Telephone network Internet
Fax machine users Library consortium VHS users e-group Internet users B2B trading community Guilds Professional organization
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Two Modes of Driving Knowledge
Transfer
Know ledge Push
Publishing books,newspapers, leaflets,magazines
Setting up a website orinternet portal loaded withinformation
Information gratuitouslyposted in an e-group orInternet discussion list
Internet advertising
Knowledge Pull
Help Desk or E-mail Us;website or portal featuresthat allow Internetsurfers to ask information
Call Center
Query posted in an e-group or Internetdiscussion list
Search engine
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Choices in Sourcing Knowledge
Traditional R&D, product
development and innovationTeam learning, e.g., lessonslearned meeting
Process innovation,innovating next practice, workimprovisation, work around
Organizational Learning
Buy knowledge from outside:
software, consultants, booksDocumentation and transferof tacit knowledge (e.g., bestpractices)
Face-to-face transfer ofknowledge, e.g., mentoring,peer visit, understudy
Traditional training modes
Library or Internet research
Culture:
(Farming or Agriculture)
Create New Knowledge
Capture:
(Hunting & Gathering)
Manage Existing Knowledge
Transfer of best practice =Copying from the past
Innovating next practice =Contributing to the future
MENU OF KM TOOLS
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End of Presentation
Q & A