1 WHY AND WHAT KM

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8/5/2012 1Practical Implementation of KM in Organization


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8/5/2012 Knowledge Management 2

1. Why KM?

2. What is KM?3. KM Framework

4. Conclusion


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3


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4

Growth

Time

Output of information and knowledge

Human absorptive

capacity

Cohen, WM och Levinthal, D A, Absorptive Capacity: A new Perspective on Learning andInnovation, Working paper, Carnegie Mellon University and University of Pennsylvania,October 1989


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The extent to which networks of individualsand organizations, markets, and technologies

are interconnected across geographic and

cultural boundaries Beech and Chadwick 2004, Friedman 2002


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1) Knowledge Era requires LearningOrganizationandKnowledgeManagement.

2) Learning Organization andKnowledgeManagement require Knowledge Society.

3) Knowledge Society require Knowledge

Workers.


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KNOWLEDGE

CHANGEINNOVATION


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New Knowledge(Innovation)

Know Why

(enrich)

Know How(Explicit Knowledge)

Know What(Tacit Knowledge)

To innovate (4)

To enrich(share) ..(3)

To retain(store)..(2)

To know (1)

8/5/2012 8Jann Hidajat 2009

CH

ANGEPROCESS



problems

Products & services

Culture

training

ICTKM Tools

Collaboration

reports

video

databases

Security

System


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1. The discipline of enabling individuals, teams, and entire organizations to

collectively and systematically create, store, share, and apply knowledge to

better achieve their business objectives.

2. Tool to achieve business objectives better and faster through an integrated set

ofinitiatives, systems and behavioral interventions aimed at promoting

smooth flow and sharing of knowledge relevant to your business.

3. Knowledge Management is the art of transforming information and intellectual

assets into enduring value for an organizations clients and its people.

4. KM provides people, processes, and technology to help knowledge flow

to the right people at the right time so they can act more efficiently and effectively


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An organizations structures, systems, andpractices that facilitate..

with the goal of enhancing the organizations

competitiveness

Creating

knowledge

Embedding

knowledge

Disseminating

knowledge

Organizing

knowledge

C

KM


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8/5/2012 Practical Implementation of KM in Organization

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ICT Slice

HCM Slice

MAINTENANCESlice

COLLECT ANDCONNECT

KNOWLEDGES

EFFECTIVE

ACTONS

KM OUTCOMES:PRODUCTIVITY,

QUALITY,

RELIABILITY,MAX Time Between

Failure

CAPTURE

AND STORE

LEARNAFTER

LEARNBEFORE

USED /

INNOVATION

KNOWLEDGE LEARNERS/WORKERSCREATE

RETRIEVE



KM

OPM

MRKT

ENG

HCM


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1. Share what you have learned,created, and proved

2. Innovate to be more creative,

inventive, and imaginative

3. Reuse what others have alreadylearned, created, and proved

4. Collaborate with others to takeadvantage of what they know

5. Learn by doing, from others, and

from existing information
http://images.google.com/imgres?imgurl=http://www.gotostedwards.com/Images/photospot_collaborate.jpg&imgrefurl=http://www.gotostedwards.com/x241.xml&h=170&w=230&sz=49&hl=en&sig2=ZBfQtvVYQFiVuaYQzFHK9A&start=145&um=1&tbnid=ppCRSoXr-dJI4M:&tbnh=80&tbnw=108&ei=G-MkRvqBE4SshQSL2_3fBw&prev=/images%3Fq%3Dcollaborate%26start%3D140%26ndsp%3D20%26svnum%3D10%26um%3D1%26hl%3Den%26rls%3DGGLG,GGLG:2006-29,GGLG:en%26sa%3DNhttp://images.google.com/imgres?imgurl=http://www.weiterbildungsblog.de/archives/revolution%2520in%2520knowledge%2520sharing.jpg&imgrefurl=http://www.rageboy.com/blogger.html&h=281&w=439&sz=21&hl=en&sig2=0Ap44Wm9oN6qwVY9sdWfnA&start=32&um=1&tbnid=9NSIs8jKHcqqZM:&tbnh=81&tbnw=127&ei=J98kRtayBqDAhQSWhbXgBw&prev=/images%3Fq%3Dsharing%26start%3D20%26ndsp%3D20%26svnum%3D10%26um%3D1%26hl%3Den%26rls%3DGGLG,GGLG:2006-29,GGLG:en%26sa%3DN


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15 20 Oct 2007

Ask questions and request

help others will benefit from

the answers Answer questions and provide

help being the white knight

is gratifying

Offer tips, insights, and useful

links pay it forward, build

your reputation
http://images.google.com/imgres?imgurl=http://update.estrategy.ubc.ca/wp-content/images/0512-tips-lrg.png&imgrefurl=http://update.estrategy.ubc.ca/2007/03/05/tips-tricks-15&h=230&w=300&sz=17&hl=en&start=2&sig2=jNvoylFutsu_XK11cgIEmA&um=1&tbnid=fe8GiWuzxrXVYM:&tbnh=89&tbnw=116&ei=0q9IRrO8H4GghAS5_sG5Cw&prev=/images%3Fq%3Dtips%2Band%2Btricks%26svnum%3D10%26um%3D1%26hl%3Den%26rls%3DGGLG,GGLG:2006-29,GGLG:enhttp://images.google.com/imgres?imgurl=http://www.observationdeck.org/lip_images/vytis.gif&imgrefurl=http://silverchips.mbhs.edu/inside.php%3Fsid%3D5885&h=400&w=344&sz=49&hl=en&start=6&sig2=a7hBCMTBUWyUWKEKIswuxA&um=1&tbnid=nbW-vc-ELxrAlM:&tbnh=124&tbnw=107&ei=aa9IRpCRNoWMggS7-vmNCw&prev=/images%3Fq%3Dwhite%2Bknight%26svnum%3D10%26um%3D1%26hl%3Den%26rls%3DGGLG,GGLG:2006-29,GGLG:enhttp://images.google.com/imgres?imgurl=http://www.optimist.org/Graphics/Just_Ask_JOOI.jpg&imgrefurl=http://www.optimist.org/default.cfm%3Fcontent%3Djooi/jooi10.htm&h=488&w=579&sz=50&hl=en&start=4&sig2=6a4xED-DghV1vovD1rMIXw&um=1&tbnid=H1Tw_u8azGbP1M:&tbnh=113&tbnw=134&ei=Aa9IRqn5EaHAhQSG-YHLCw&prev=/images%3Fq%3Dask%26svnum%3D10%26um%3D1%26hl%3Den%26rls%3DGGLG,GGLG:2006-29,GGLG:en%26sa%3DN


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8/5/2012 Practical Implementation of KM in Organization 16TIME

L

EARNINGORGANIZATION

KnowledgeAware

Knowledge sharingdriven by personalmotivation and beliefs

Lifestyle

Knowledge centric

KM is formally Incorporatedinto routine operations

Institutionalization


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Bagaimana para pemimpin organisasimampu mengembangkan Manusia

Pembelajardanmenciptakan perubahan

untuk menghasilkan nilai tambahmaksimal?"

Para pemimpin mampu mencapai sasaran

strategis perusahaan, melalui pembentukanManusia Pembelajar sesuai dengan kebutuhan

perusahaan.


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18 20 Oct 2007

Increase orders, revenue, and profits by:

Develop learning organization

Develop living company/organization based on knowledge

Reusing materials and expertise

Avoiding redundant effort Avoiding making the same mistakes twice

Taking advantage of existing expertise and experience

Making it easy to find information and resources

Communicating important information widely and quickly

Promoting standard, repeatable service offerings

Providing methods, tools, templates, examples, & data to streamline sellingand delivering

Making scarce expertise widely available Showing our customers how we use our knowledge for their benefit Accelerating delivery to our customers Stimulating innovation and growth

Making our best problem-solving experiences reusable


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KMPROCESS

LEADER

SHIP

TRUST, CULTURE AND LEARNING DISCIPLINES

HUMAN

CAPITAL

ORGANIZ

PROCESS

LEARNING HABIT AND INNOVATION

KM OUTCOMES

LEARNING ORGANIZATION

KM

M

ETHODS

KM

TOOLS

(ICT)


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1. Human Capital

Soft Skills: Values, Culture,Behavior & Attitude Hard Skills: Knowledge and

SkillsPrinciple: People as an

intangible asset

3. KM Tools & Methods (ICT) ICT

KM Methods and Tools.

Infrastructure. Principles: Easy to Access,

Usability, Collaborative tools& Discovery tools.

8/5/2012 20Practical Implementation of KM in Organization

2. Organizational Process

Policy & Rules Governance: System &Procedures

Business Process Principles: Efficiency,

Motivated

Culture,Trust &

Learning

HumanCapital

Process

ICT

Leadership

4. Leadership: Main Enabler


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Knowledge Learners/Knowledge Workers

PEOPLE, PROCESS AND TECHNOLOGY

PROCESS/SYSTEM /GOVERNANCEACTION/VALUE CREATION

Corporate

Knowledge

Center(Organizational

Memory)

KNOW-HOW

KNOW- WHAT

KNOW-WHY


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Peopleculture and values

knowledge managers

user surveys

social networks

communities

training

documentation

communications

Technologyuser interface

intranetteam spaces

virtual meeting rooms

portals

repositories

threaded discussions

expertise locators

metadata and tags

search engines

archiving

Processmethodologies

creation

capture

reuse

lessons learnedproven practices

collaboration

content management

classification

metrics and reporting

management of change

workflow

valuation

social network analysis

appreciative inquiry

storytelling

blogs

wikis

podcasts

syndication

social software

external access

workflow applications

process automation

e-learning

subscriptions

points tracking

reporting

knowledge advisors

goals and

measurements

incentives and rewards


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TECHNOLOGYCAPITAL

Intellectual Capital,Emotional Capital,And Social Capital

KMOUT-

COMES

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EFFEC

TIVEACT

IONS

INTANGIBLE

ASSETS

TANGIBLE

ASSETS

LEADERSHIP,MOTIVATIONAL

PROCESS (STRUCTURAL)CAPITAL


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Good feedback systemfrom internal/external

customer

I have excellent skills forthe work

I am well motivated

I have an excellent model/best practices

My work process is veryefficient and effective

Quality ofmy

Outputs isexcellent

KNOW

LEDGEMANAGEMENT


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K-Development Tools1. K-Club

2. Video Caf3. Book Club


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8/5/2012 Practical Implementation of KM in Organization 26Apin - CCLFI


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KM is not ICT. KM is change people attitude first

KM is highly political.

Effective KM requires hybrids solutions involvingPEOPLE, PROCESS AND TECHNOLOGY.

KM requires Knowledge Managers.

KM means improving knowledge work processes.

KM requires knowledge commitment for sharing

and using knowledge

Access to knowledge is only the beginning, butcreating and using knowledge is more importance.

KM never ends.


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1. Keputusan lebih cepat dan tepat

2. Mudah mencari informasi yang dibutuhkan

3. Best practicesdapat digunakan secara berulang

4. Tidak ada kesalahan kerja yang berulang

5. Kapasitas dan pertumbuhan organisasi meningkat6. Para ahli mau berbagi pengetahuan

7. Informasi/pengetahuan terdistribusi dan mengalir dgnbaik pada unit yang membutuhkan

8. Standar dan prosedur kerja terpelihara dan selaludiperbaharui

9. Saran-saran konsumen menjadi sumber pengetahuanorganisasi

10. Inovasi berkembang dengan subur


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1. Tidak ada komitmen dari pimpinan perusahaan

2. Karyawan enggan berbagi pengetahuan karenaknowledge is power persaingan internal tinggi

3. Belum suburnya kebiasaan (budaya) berbagipengetahuan/ pengalaman antar karyawan

4. Karyawan enggan menyimpan pengetahuannyauntuk perusahaan karena rendahnya rasa percayapada perusahaan atau rendahnya penghargaan olehperusahaan.

5. Kurangnya rasa percaya diri para karyawan.

6. Tidak adanya tempat yang cocok untuk berbagipengetahuan/pengalaman antar karyawan

7. Tidak adanya dukungan teknologi untukmemudahkan proses berbagipengetahuan/pengalaman antar karyawan

8. Tidak tahu dari mana harus memulai


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