Chapter 15 Real Option Analysis for Knowledge Evaluation.
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Transcript of Chapter 15 Real Option Analysis for Knowledge Evaluation.
![Page 1: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/1.jpg)
Chapter 15
Real Option Analysis for Knowledge Evaluation
![Page 2: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/2.jpg)
Chapter 15 Knowledge Management 2
Common trap in choosing metricsCommon trap in choosing metrics The choice of wrong metric can have more ill effect than positive one. trap 1 : using too many metrics trap 2 : the consequences of delayed rewards
select metric that can be measure today but have impact on future outcome
trap 3 : metrics that are hard to control look good but only on paper ?
trap 4 : metrics that tear people away from business goals
![Page 3: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/3.jpg)
Chapter 15 Knowledge Management 3
Common trap in choosing metricsCommon trap in choosing metrics
EX. Telephone company1) number of ring before the phone was answer
2) average waiting time
3) number of calls answered per hour per representative
4) number of time the customer was put on hold
5) percentage of each hour that an average representative spent talking to a customer
CUSTOMER DISSATISFIED
Right answer to wrong questions
![Page 4: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/4.jpg)
Chapter 15 Knowledge Management 4
Common trap in choosing metricsCommon trap in choosing metrics metric that trigger agency conflict prove more damaging than helpful. Not all metrics can be measured easily and cleanly EXAMPLE OF BAD METRIC
count the time spending reading the knowledge from the intranet (drink beer while log on) count the number of contributions by employees to a knowledge repository (employee try to maximize the number but no value)
![Page 5: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/5.jpg)
Chapter 15 Knowledge Management 5
Common trap in choosing metricsCommon trap in choosing metricsEXAMPLE OF WEB FORUM BAD METRIC
count the number of contributions by employees to a knowledge repository (employee try to maximize the number but no value)
EXAMPLE OF WEB FORUM GOOD METRIC count the number of follow-up comments that their contribution raisethe number of time that they responded to other people’s post
![Page 6: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/6.jpg)
Chapter 15 Knowledge Management 6
Agency – Agent conflicts
![Page 7: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/7.jpg)
Chapter 15 Knowledge Management 7
Agency – Agent conflicts
Identify What Not to Measure?
what is maximizedwhat is desired
not measure
Where is knowledge sharing and creation ?Ignore and little reward ?
![Page 8: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/8.jpg)
Chapter 15 Knowledge Management 8
The Option Space Analysis
![Page 9: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/9.jpg)
Chapter 15 Knowledge Management 9
Regions of Attractiveness
![Page 10: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/10.jpg)
Chapter 15 Knowledge Management 10
A Portfolio of KM Investments
![Page 11: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/11.jpg)
Chapter 15 Knowledge Management 11
The KM Balanced Scorecard
evaluate the impact of KM
translate the KM vision
communicate and link
business planning
learning and feedback
![Page 12: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/12.jpg)
Chapter 15 Knowledge Management 12
A Modified KM Scorecard
การเงิน
บุคลากร
องค์การ
ลกูค้า
![Page 13: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/13.jpg)
Chapter 15 Knowledge Management 13
A Modified KM Scorecardการเงิน
บุคลากร
องค์การ
ลกูค้า
![Page 14: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/14.jpg)
Chapter 15 Knowledge Management 14
ConclusionConclusion Metric define KM success Use real option analysis Do not ignore the soft staff
![Page 15: Chapter 15 Real Option Analysis for Knowledge Evaluation.](https://reader036.fdocuments.in/reader036/viewer/2022082622/5a4d1b8a7f8b9ab0599be930/html5/thumbnails/15.jpg)
Vaguely right
....is better than....
precisely wrong