Km masterclass part5 plan & control knowledge & km ha20140530sls

KM 5 – Plan & Control Knowledge & KM

Knowledge Strategy – task of the Management TeamMeasuring knowledge and KM – state, quality, value and importanceKM strategy – task of the KM support organizationKM program to successfully implement KM

Masterclass KM – SlideShare contribution, June 2014http://de.slideshare.net/HoferAlfeisJ/presentations

Dr.-Ing. Josef Hofer-AlfeisConsulting on Knowledge & Innovation [email protected]

Design: Ron Hofer

http://de.slideshare.net/HoferAlfeisJ/presentations

http://de.slideshare.net/HoferAlfeisJ/presentations

mailto:[email protected]

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2

KM Masterclass – Preface

The Masterclass Knowledge Management (KM) is a set

of six presentations describing and explaining KM via

definitions, concepts, instruments and many practical

examples, insights, stories and exercises as well as

links and references.

The material is the result of 25 years of research,

consulting of challenging clients, discussions with

appreciated peers and communities as well as ten

years of lecturing on KM at various universities in

Germany and Austria including discussions with many

inspiring students, e.g.: Zeppelin University, Friedrichshafen University of the German Army, Munich University of Applied Science, Munich University of Applied Sciences for Economics and

Management, Munich Donau University Krems, Austria University Augsburg

Contents:

KM 1 – Knowledge and KM

KM 2 – KM Processes 1

KM 3 – Soc.-t. KM Systems 1 / Processes 2

KM 4 – Socio-technical KM-Systems 2

KM 5 – Plan & Control Knowledge & KM

KM 6 – KM and Idea / Innovation Mngt.

Any questions, remarks and ideas for

modification or improvement are appreciated –

please contact me, see slide „contact“ at the

end of the presentations.

Munich, May 2014, Josef Hofer-Alfeis


Knowledge Strategy – task of the Management Team

Focus: Measuring knowledge and KM – state, quality, value and importance

KM strategy – task of the KM support organization

Focus: KM program to successfully implement KM

Agenda


Ranking of the main enablers for KM and conclusionssource: 2014 Knoco Global Survey of KM, 369 contributions www.knoco.com

Knowledge Strategy

KM State &Needs Analysis

http://www.knoco.com/


KM1 revisited:KM actions and KM key players – perspective on knowledge

K AreaService XX

bereitstellen

K AreaPLM

K AreaCRM

K AreasQuality mgt.,

Risk Mgt.,…

...

person

organization information

Knowledge Worker

KM Support Org.

strategic control, culture, resources,

mngt. energy

Management

KM key player

subject matter actions in specific knowledge area

general KM measures for any knowledge area

K


KM Support Org.

Improve / adaptKM system

Socio-technical KM system: Have we the right KM systems and do they work well?

KM System

KM2 revisited:KM core processes – perspective on KM measures

Knowledge and KM:Do we focus on the business-critical knowledge and the right KM?

Management

Plan & control strategically Knowledge and KM systems

Improve / adapt knowledge quality

X noKnowledge

as-is

Knowledgeto-be

Knowledge Worker

yes

Knowledge :available in adequate quality

(depth, distribution/networking,codification)?

Action (process, proceeding, activity, …), requiringknowledge (capability for effective action) before-during-after


uManagement processes for KM

Plan & control KM(supported by KM support org.)

• define Knowledge Strategy … … KM program and drive & controlits implementation and operation

• optionally define Intellectual Capital / Knowledge Balance reportand derive & implement KM measures

• appoint, enable & control (inter-disciplinary) KM support organization and other KM resources

• live and promote KM

strategic know-ledge portfolio

see reading material:IntegrKMintoBusiness Luzern-JournUCS HA.pdf

delicious tags: Strategie W-WM-planen-steuern WM-System-bereitstellen

http://www.delicious.com/hoferalfeisj/Strategie

http://www.delicious.com/hoferalfeisj/W-WM-planen-steuern

https://delicious.com/hoferalfeisj/WM-System-bereitstellen


Knowledge portfolio: ranking and focusing knowledge areasby the management team – example for an IT organization

prio 1

strategicCommunity Portfolio,

see Community Mngt. in KM3


Kn

ow

led

ge

Po

rtfo

lio

uKnowledge Strategy Process – overview and major results: Knowledge Portfolio knowledge objectives KM measures

10

20

30

40 CRM

ICapM

R&D Marketing

Program Mgmt

Understanding

EU R&D Markets

Process Mgt.

personnel development …strategic learning & training

social networking& communities of practice

knowledge risks debriefing …measures for innovation … patents … standardization

KM processes forcodified knowledge:• Idea management• FAQ; Tipps & Tricks• Lesson Learnt• Best Practice• Process modelling• Product modelling• Knowledge map …

derived KM measures – examples:

bu

sin

ess

stra

teg

y

knowledge objectives

optionally: input from KM Analysis

prio 1


(Simplified) Example: Solar AG (1) – business transformation objective: „Sell lower-priced mounting systems in international markets in 12 months“


Example: Solar AG (2) – collecting related knowledge areas in a brainstroming, e.g. documented in a mindmap

Produkt-nah

Lieferkette-nah

Kunden-nah

Mgt.&Support

Hintergrund

ENTWURFWissensgebiete

Produkt-Weiterentw.25.04.2008 - v7

P: Solarzellen-Systeme entwickeln

P: Montagesysteme entwickeln

Brandschutz-?/Diebstahl-Sicherheit verstehen

Materialen-Fragen und Recycling verstehen

Vorschriften ... verstehen

P: Pre- & After-Sales leisten

L: Montage planen & ggf. durchführen

L: Produkte & Montage-systeme herstellen

K: Kundenbetreuung & -Unterstützung

K: Kunden verstehen

K: Produkte verkaufen

K: Endkunden verstehen

MS: QM

MS: PR-Management

Hg: Intern. KMU-Geschäfte mit Produktenfür erneuerbare Energien verstehen


Example: Solar AG (3) – Knowledge Portfoliowith respect to planned business transformation

focusing to concentratepower for KM

for this knowledge area„develop mounting system“

knowledge objectives and KM measures are shown in the next slides


Example: Solar AG (4) – knowledge objectives for the selected knowledge area „develop mounting system“



Levels of proficiency4 = world class expert3 = expert2 = skilled & trained1 = beginner

Levels of codification4 = complete & strongly formalized (e.g. standard)3 = ~ formalized (e.g. guideline)2 = ~ informal (e.g. report)1 = „in the heads and stomaches“



Network of internal k. shareholders Learner

(Potential) external knowledge shareholders

Sources

Sources


Example: Solar AG (7) – proposing KM measures in selected knowledge area

typically task mainly for subject matter experts

combined task for KM team and subject

matter experts


Applying the Knowledge Strategy Process

key requirements:

business owner and management team

KM support organization, related KM partnersand eventually subject matter experts

professional moderator

major result:

prioritzed plan of KM-related measures, which can be consolidated into a KM program driven by the management team & KM support organization

3x focusing via k. portfolio, k. objectives & KM measures

a Knowledge Strategy is recommended for

any business size, e.g. for individuals (personal KM), too

for any business transformation

for more information:

detailed description of Knowledge Strategy Process, see (in German)Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013

the Knowledge Strategy Process has been developped partly with CIBIT and Siemens AG, see e.g.Hofer-Alfeis, J., van der Speck, R. in

C. W. Holsapple (ed.): Handbook on KM, Springer, 2002, pp. 443-466. (in English)

Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing, 2002. ISBN: 3895781819 (in German)






Agenda


uFramework for measurements & controlling in KM:examples for indicators and objects to measure

knowledge KM

state /quality

value / impact /importance

via knowledge holders:• experts• teams, CoP‘s, …• infor-

mationvia knowl.portfolio…

via KM result analysis:• success stories• performance correlations• ROI … ROK• …

KM State& NeedsAnalysisvia k. objectives

delicious tags: Strategie W-WM-planen-steuern Metriken

http://www.delicious.com/hoferalfeisj/Strategie

http://www.delicious.com/hoferalfeisj/W-WM-planen-steuern

https://delicious.com/hoferalfeisj


• Locate expert | team/network | document/information & learn

• Debrief & transfer knowledge from expert-to-expert | team-to-team

• Network, share knowledge and collaborate in cross-organizational community | ad hoc group …

Processes Reference: Catalogue with over 225 KM processes/instruments in BITKOM Wissensmanagement-Prozesssystematik; free download: http://www.bitkom.org/de/publikationen/54938_61676.aspx

important ok

very important

medium

very important

unsuffi-cient

importance? effectivity?

KM State and Needs Analysis:Example questions and answers

From instruments catalogue:

http://www.bitkom.org/de/publikationen/54938_61676.aspx



• 2-hours-interviews with

key persons of the organization

• different organizational units,

support functions (KM partners) and

top subject matter experts

• different organizational / hierarchical levels

• analysis – and at the same time

• intensive communication for a shared understanding on KM

• reflection of organization-specific KM needs and possibilities

• building of steering board … KM supporters … CoP KM

KM State and Needs Analysis: approach


apply meta data

continuous expert knowl. retention

locate information and learn

leaving expert debriefing

improve idea management

share/promote innovation strategy

locate expert and learn

locate team/work group/community

customer/partner relationship mngt

improve for social intranet

build community & collaborate

Analysis result (example)KM instruments with urgent need for action

transform this ranking list into a KM Roadmap

case for internal experience exchange

case for more information & discussion


Result: Draft roadmap for important KM processes - example

Transfer Knowledge Find & Navigate Social Networking

locate expertand learn


locate informationand learn

applymeta data




reuseLessons Learned

Team Briefing & Debriefing


leaving expertdebriefing


customer/partner relationship mngt.

2013

2015

major effort

quick win

case for internal experience exchange

medium criticalKM instrument


KM State & Needs Analysis: balance checks of the knowledge and innovation culture – example from 3 interviews see KM4

?

?

?

backup slide


Additional examples for measurements & controlling in KM

knowledge KM

state /quality




via k. objectives

via result analysis:• success stories• performance correlations• ROI … ROK• …


Measurements for k. quality and value / impact – examples

KM 5 / K. Strategy: estimating knowledge quality to define knowledge objectives

KM 1 / Evaluating expertise and codification level

Pricing for knowledge - examples:

• online health consulting: 5,99 € / minute

• mngt. consulting: 1650 € / day

• hiring an expert, e.g. football … 30MM € ?

• knowledge auctions



knowledge KM

state /quality




via k. objectives

•performance

•progress

•maturity

•…

via result analysis:• success stories• performance correlations• ROI … ROK• …


DETECON Consulting – example for use of knowledge base MERLIN


Locate knowledge & learn – Yellow Pages Figures:

Example CONTINENTAL

New entries per month

Hits on Search Button per day

Updated Profiles

Most Hit Page

source: http://de.slideshare.net/ahemre/cartoons-34913910?utm_source=slideshow&utm_medium=ssemail&utm_campaign=upload_digest

http://de.slideshare.net/ahemre/cartoons-34913910?utm_source=slideshow&utm_medium=ssemail&utm_campaign=upload_digest

http://de.slideshare.net/ahemre/cartoons-34913910?utm_source=slideshow&utm_medium=ssemail&utm_campaign=upload_digest


# members | % active members

# meetings / events (f2f and virtual)

# content/documents | # page visits | # comments

# communication actions, e.g. mailing, posting on pinboard of other members, …

# contacts, e.g. in a social network

# contributions to discussions | # responses | # summaries

# urgent requests | # useful responses | time-to-1st-response | # summaries | # feedback

# re-recommendations

interesting videocast of Nancy White https://www.youtube.com/watch?v=0wi5fhHXbk0

describing four perspectives to evaluate quality and success of a CoP

Measuring state and quality of communities of practicesource, see Boris Jäger, https://www.xing.com/net/pri3b94dax/knowledgemanagement/fragen-an-die-spezialisten-des-wissensmanagements-638/was-braucht-eine-gute-km-community-seite-34985801/38016098/?reagent=systemmail%2Fnewarticle#38016098

https://www.youtube.com/watch?v=0wi5fhHXbk0



https://www.xing.com/net/pri3b94dax/knowledgemanagement/fragen-an-die-spezialisten-des-wissensmanagements-638/was-braucht-eine-gute-km-community-seite-34985801/38016098/?reagent=systemmail/newarticle




Community Health Check - improvement instrument for a specific community of practice

Process:

2-hours-interviews

with key members

of the CoP

discussion along

the checklist of CoP

success factors

defining jointly

improvement

actions for the most

urgent deficiencies /

renewal ideas

Six CoP success factor dimensions:

strategy: knowledge area & business relevance | objectives and value proposition …

group: moderator, members, sponsor, … | member needs and motivation (WIFM)

organization: roles | processes | relationship mngt. | support |

offering: program, meeting design, Q&A forum, … | infrastructure (specific tools, platform, …)

culture: openness, care, appreciation, …

results: activities in / between meetings | networks, learnings, innovation | member satisfaction | success stories | “products” | reputation, organizational influence | ...

example ROCHE / Innovation Manager CoP


Social / Organizational Network Analysis – example from a dispersed R&D organization (42 members) source: Whelan, E., et al: Managing talent in knowledge-intensive settings. Journal of KM, Vol. 14, N0. 3, 2010, pp 486-504

km4dev, Oct 13: mapping a knowledge

holder network with pencil and paper to

investigate unknown influence structures

http://netmap.wordpress.com

May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved

In most cases, Urgent Request responses also come from other Sectors

Trigger Cross-Sector Collaboration

Number of Urgent Requests with X Number of Sectors Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others

Sectors of users who have been deleted from the database (per April 17, 2014) are assigned to ‘CT + Others’

1 2 3 4 50

50

100

150

200

250

300

350

400

450

263

424

390

252

142

Number of Sectors

Nu

mb

er o

f U

rgen

t R

equ

est

Avg. # of Sectors per Urgent Request:

2.7

0 1 2 3 54

source: http://www.slideshare.net/heisss/wima-siemens-v11public

TechnoWeb


Benchmarking and contests to evaluate KM state / maturity in general – examples for SIEMENS AG

International consortium benchmarks by American

Productivity & Quality Center (APQC ) – Siemens elected

for Best Practice Partner:

‘99/’00 Successfully Implementing KM

‘00/’01 Communities of Practice

‘01/’02 Retaining valuable Knowledge

‘02/’03 Using KM to drive Innovation

’03/’04 Best Practice Transfer

2007 Siemens Blogosphere und

"References@SBT”

2008 Evolving Technologies

accelerating Collaboration and

Knowledge Transfer

International contest

Most Admired Knowledge

Enterprise (MAKE):

Approaches Used

Communities of practice/interest

Internal conferences for knowledge-sharing

Interviews (e.g., with SMEs)

Documentation of workflow/process

Project milestone reviews

Lessons learned exercises

After action reviews

Mentoring programs

Apprenticeship programs

Expertise locators

Knowledge maps

Collaboration workspaces (e.g., eRoom™, etc.)

Decision support systems

Content management systems

Case-based reasoning systems

Shared folders/drives

Physical files/library

Employee development programs

Strategic staffing

Succession planning

Workforce analysis

Storytelling

Social network analysis

Other (please specify):


2014 MAKE NOMINATIONS www.knowledgebusiness.com/KnowledgeBusiness/Screens/MakeSurvey.aspx?siteId=1&menuItemId=43

my nomination

http://www.knowledgebusiness.com/KnowledgeBusiness/Screens/MakeSurvey.aspx?siteId=1&menuItemId=43


MAKE base – a structured systematics for KM processes („best practice knowledge processes“)Source: The KNOW Network – Best Practice Knowledge Process Registry

backup slide


Global MAKE winners 2013Overall winner: Samsung (Korea) in green: consulting firms

- Accenture (Ireland)

- Amazon.com

- Apple

- ConocoPhillips

- Deloitte (Global)

- Ernst & Young

(Global)

- Fluor

- Google

- IBM

- Infosys (India)

- McKinsey & Comp. (Global)

- Microsoft

- POSCO (South Korea)

- PwC (Global)

- Samsung Group

(South Korea)

- Schlumberger (France, …)

- Tata Group (India)

- Toyota (Japan)

- Vale S.A. (Brazil)

- Wipro (India)

Successfully managing enterprise knowledge yields big dividends. The 2013 Global MAKE Winners trading on the NYSE/NASDAQ showed• Total Return to Shareholders

(TRS) for the ten-year period 2003-2012 of 22.8% - 2.3 times the average Fortune 500 company median.

• Return on Revenues (ROR) for the 2013 Global MAKE Winners was 12.3% - 3.8 times that of the Fortune 500 ROR median.

• Return on Assets (ROA) for the 2013 Global MAKE Winners was 9.8% - 4.6 that of the Fortune 500 ROA median.


Global MAKE rankings for SIEMENS AG:distance from top ranking 1-6 over years 1998-2010

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

11121314151 #1-6

# 6

# 47

# 6

# 13

effective CoP KM … Corporate KM started

effective CoP KM … Corporate KM shut down

effective CoP KM … strong support for social network-ing, e.g. by CTO

KM Casebook published



knowledge KM

state /quality




via k. objectives

via result analysis:• success stories• performance correlations• ROI … ROK• … ?


Summary with many success storiesk from a km4dev discussion 2009

http://wiki.km4dev.org/wiki/index.php/Benefitting_from_CoPs

Aug. 2011

http://wiki.km4dev.org/wiki/index.php/Benefitting_from_CoPs


Suggestions for KM success stories – CONTINENTAL example

By access to info and knowledge & rapid comm. Channels

By a fast access to experts, knowledge assets, and information about customers, markets and branches

By an optimized collaboration of all employees

By reducing the quantity of more or less useless email communication

By reusing working products

By not repeating costly mistakes

By faster integration of new employees

By reduced training costs

By a homogenous IT-infrastructure

By reduced travel expenses

By leveraging world-wide competence(smaller locations profit from know-how of bigger locations)

By exchanging best practices and quality-proofed solutions

By using communities as international think tanks

Reduce Costs Save Time Increase SalesImprove Quality General Benefits

High-quality work due to reduction of pitfalls

Networking with colleagues worldwide provides opportunities for personal development

Knowledge transfer without an overload for one expert

Job security and career advance-ment – shared knowledge helps you to perform well

By a fast access to experts, knowledge assets, and information about customers, markets and branches

By improving work efficiency due to more qualified employees

By doing more projects per time

By cross selling through a high customer satisfaction

By using KM as a strong sales argument

Success stories have to be absolutely reliable – experiences from SANOFI-AVENTIS:• clear concrete calculation of value contributions• absolutely careful „conservative“ evaluations• transparent sources, e.g. authors & contributors• approvement by related management (with

names)

rich resources for KM Success Stories, e.g. http://www.nickmilton.com/search/label/success%20story

http://www.nickmilton.com/search/label/success%20story

http://www.nickmilton.com/search/label/success%20story


This paper focuses on knowledge sharing as an important area in the study of knowledge management (KM). The paper's primary goal is to

examine how health-care practices employ knowledge sharing tools and processes to the benefit of their daily work processes. In

addition, the study seeks to understand how knowledge sharing would contribute to practices' performance. Adopting a qualitative approach,

four health care practices were selected from within a research network to represent larger and smaller practices with different performance

levels, two high-performing practices (HP) and two low-performing practices (LP), using standard clinical and health care practice

measures. Data collection and analysis involved several iterative steps including interviews and field notes of observations. Four case studies

were developed reflecting how each practice implemented knowledge sharing tools and processes and how this implementation influenced

performance. The study found that all of the four practices manifested and implemented knowledge sharing tools including knowledge

artifacts; sharing social tools, meetings, and communication channels; and processes including training and apprenticeship and communities

of practices; however, the level of implementation varied among the four practices. A comparison of the high-performing and low-performing

practices showed that even though the high-performing practices implemented and invested more in knowledge

sharing, knowledge sharing processes and tools were not completely integrated throughout the practices

including the high performing ones. Moreover, in all practices there was little evidence of encouragement to

efficiently use knowledge sharing tools either among staff members or between patients and the practice.

Performance correlations: comparing organizations in KM and business performance – examples: US Health Care Practices (2008) & firms survey (2011)McInerney, C. R., et al: Knowledge management tools and processes in U.S.A. primary health care: Analysis of four case studies . Knowledge management: Competencies and professionalism, Proceedings of the International Conference on Knowledge Management 2008, Hawamdeh, S. et. al. (Eds.), Hackensack, NJ: World Scientific.

Key results from 3200 firms: KM is correlated with …

• highest relevance: employee motivation

• strong relevance: innovation capability

• significantly positive: competitive ability

• relatively weak: monetary indicatorssource: KM study, Pawlowski et al. 2011 (in German)

http://www.scils.rutgers.edu/~clairemc/alajmi_et_al_ickm08.pdf


Most Urgent Requests receive a response within the first 30 minutes

Corporate Problem Solving Success

Median for first response time (moving window over 365 days)

Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-140

10

20

30

40

50

60

42 Ecosystem Expansion

Month

Med

ian

Urg

ent

Req

ues

t F

irst

Res

po

nse

Tim

e (m

inu

tes)

TechnoWeb KM performance



The higher the Business Impact level, the higher the probability that it is answered

Corporate Problem Solving Success

Monitoring of Business Impact Level (BI) of unanswered Urgent Requests

Oct-1

1

Nov-1

1

Dec-1

1

Jan-

12

Feb-1

2

Mar

-12

Apr-1

2

May

-12

Jun-

12

Jul-1

2

Aug-1

2

Sep-1

2

Oct-1

2

Nov-1

2

Dec-1

2

Jan-

13

Feb-1

3

Mar

-13

Apr-1

3

May

-13

Jun-

13

Jul-1

3

Aug-1

3

Sep-1

3

Oct-1

3

Nov-1

3

Dec-1

3

Jan-

14

Feb-1

4

Mar

-14

Apr-1

40

1

2

3

4

5

6

7

8

9

10

BI € 1000 BI € 10 000 BI € 50 000 BI € 250 000 BI € 1 000 000

1)

1) Unanswered Urgent Request was too specific

TechnoWeb KM impact

Key Figures

Corporate Problem Solving: Urgent Request Ø 30 Mio.€/year accumulated business impact Ø 7 Replies / Urgent Request

(w/o Author’s comment) Median: 31 minutes for first response



Strategy: value steering focuses on the value (RIP) – the benefit (ROI) follows as a consequence

Driver Tree for the TechnoWeb Balanced Score Card 2014

GrowthActivity

Value (RIP) Benefit (ROI)

Attract New Users# of new users per month,

total # of users

Foster Cross-SectorCommunication

Avg. # of sectors / network (quarterly)

Enrich Targeting Information (Digital Trace)

Avg. level, histogram of tag assigned (quarterly)

Corporate Problem Solving SuccessUrgent Request Success Rate (including monitoring1)

of Business Impact level of unanswered Urgent Requests), median of first response time (moving window over 12 months)

GenerateBusiness Impact

Σ Business Impact in €of Urgent Request with reply

(moving accumulation over 12 months) 1)

Increase Retentionretention rate (%) of not new userswithin 1 full month / 12 months 2)

Trigger Cross-SectorCollaboration

Avg. # of sectors / Urgent Request

Provide Targeted Audience for Written Content (Write)

write rate (%) of not new userswithin 1 full month / 12 months 2)

Increase Recommendations# of invite activities / month

Increase Moderated Content

Total # of Technology Portals

Provide Simple Interactions (Activity)

activity rate (%) of not new users within 1 full month / 12 months2)

Encourage Users toJoin Networks

# of users with network memberships

1) Details in monthly analysis 2) Details per cohort monthly and annually An improvement of A leads to an improvement of B (thick lines: strong dependency) BA

TechnoWeb KM impact



Does knowledge management produce practical outcomes?Peter Rex Massingham and Rada K. Massingham, VOL. 18 NO. 2 2014 JOURNAL OF KNOWLEDGE MANAGEMENT PAGE 251

“… Third, do not focus on financial gain. While you can try to identify the cost savings or return on investment from KM, it is very difficult to convince senior practitioners that KM can directly influence the bottom line” May 2014


top-down Knowledge Strategy- management –

middle-top-down KM Strategy- KM support organization –

bottom-up K & KM Strategy- knowledge worker –

higher

business

performance ?

measuringbusiness state

& value

measuring k qualityand impact

measuring KMstate & impact

improvedk quality

higher k work performance

improvedKM systems

impact of other support/ mngt. disciplines & …

no mono-causalrelationship

uWhy is there no direct causal connectionbetween KM performance and business performance?

k = knowledge


Exercise: quick & dirty KM State & Needs Analysis – how is the situation in your organization today?

KM process comment importance effectivity

Find the appropriate document / information

Find the appropriate CoP

Find the appropriate expert

Leaving Expert Debriefing

Lessons Learned Sharing

Creating a COPand collaborating within

very important important not relevant ok medium unsufficient






Agenda


uKM strategy – objectives and implementation plans of the KM support organization – examples

see KM4 – KM support organization

mid-term KM roadmap?

there have to be strategies for those tasks,e.g. … for k marketplaces we will changeto SharePoint combined with social media… and co-operate with …;






Agenda


Knowledge Strategy most urgent KM actionsfor the business KM requirements from management perspective

KM Analysis as-is/to-be Which KM instruments are necessary /have to be improved? KM requirements fromall knowledge workersperspective

Revision: Knowledge Strategy and KM Analysis – interplay

Prio-1

?


Integrating Knowledge Strategy results anddraft roadmap as basis for the KM program – example

Transfer Knowledge Find & Navigate Social Networking

locate expertand learn


locate informationand learn

applymeta data




reuseLessons Learned

Team Briefing & Debriefing


leaving expertdebriefing


customer/partner relationship mngt.

2013

urgent in Prio-1 k. areas: knowledge area A

knowledge area B

knowledge area C

additionally from the management team‘s Knowledge Strategy

• additional KM tasks, e.g. for subject matter experts

• additional managerial and organizational improvement measures, e.g. concerning k. & innovation culture

example: urgent in 3 business-critical

knowledge areas re-arrange KM

roadmap?


knowledgeas-is

KM systems – as-is KM systems – to-be

vision – mission – strategy

uSummarizing:K Strategy … KM Strategy …KM Program … KM systems

knowledgeto-be

?

businessto-be

business transformation

Knowledge Strategy

shared under-standing …modification

businessas-is

KM State & Needs Analysis (mid-term) KM roadmap … KM Strategy

KM Programas-is

KM Programto-be


uRecommendation: Successful KM implementation / improvement for a business unit / sector / organization

preliminary KM-Roadmapknowledge worker buy-in

KM State & Needs Analysis

Knowledge & KM measures focused by business strategy management involvement

Knowledge Strategy

KM-Mentor … steering board?

KM community

inter-disciplinary KM team

implementation& „operation“

taylored KM Program+ mid-term KM-Roadmap

KM programdefinition


Intellectual Capital Statement – Knowledge Balance reporting and improvement

define relevant indicators forHuman Capital | Structural Capital | Relationship Capital

measure / evaluate as-is indicators and define to-be

derive important drivers related to business and relate with indicators

derive KM / Intellectual Capital Mngt. measures

more information …

Rory L Chase: Intellectual capital reporting. Emerald, 2007

http://www.akwissensbilanz.org/index-en.htm

Guideline and free software (in German):http://www.akwissensbilanz.org/Infoservice/Infomaterial/WB-Leitfaden_2.0.pdf

see papers / books fromLeif Edvinson

Other K and KM planning instruments – example

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examples:(HC) # annual training days / employee(SC) # processes with reference model(RC) # customer visits / year



http://www.akwissensbilanz.org/Infoservice/Infomaterial/WB-Leitfaden_2.0.pdf

http://www.akwissensbilanz.org/Infoservice/Infomaterial/WB-Leitfaden_2.0.pdf



Measuring knowledge and KM –

state, quality, value and importance


KM program to successfully implement KM

Summary & discussion

Prio-1


Contact

Dr.-Ing. Josef Hofer-AlfeisConsulting for Knowledge and Innovation Management

Josef-Sterr-Str. 4, 81377 München, GermanyT +49 89 85661623M +49 173 9775943Email [email protected]

Skype JHofer-AlfeisBrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html

XING https://www.xing.com/profile/Josef_HoferAlfeis

Public Maven profile: http://www.maven.co/profile/5Anc2u3D

Twitter HoferAlfeisJBookmarking http://del.icio.us/HoferAlfeisJ

Facebook http://www.facebook.com/profile.php?id=1800807835#!/

yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm

PartnerCompetence Center Knowledge | Innovation | Intellectual Capital Mgt.Amontis Consulting AGKurfürsten Anlage 34D-69115 Heidelbergwww.amontis.com

mailto:[email protected]

http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html

https://www.xing.com/profile/Josef_HoferAlfeis

http://www.maven.co/profile/5Anc2u3D

http://del.icio.us/HoferAlfeisJ

http://www.facebook.com/profile.php?id=1800807835

http://person.yasni.de/josef-hofer-alfeis-17021.htm

http://www.amontis.com/


Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014

BOOKS:

Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013

Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X

Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091

Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2

Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819

Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3-9810595-4-0

LINKS:

www.knowledgebusiness.com www.apqc.org/membership-knowledge-management www.pwm.at www.c-o-k.de/index.htm www.xing.com/net/pri3b94dax/knowledgemanagement/ www.xing.com/net/wm www.wissenmanagen.net/ www.cogneon.de www.eknowledgecenter.com Bookmark services from JHA:

JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks Important discussion forums for KM & Innovations Mngt. (selction):

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_ foren

JOURNALS:

Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)

Journal of Knowledge Management (Fokus Forschung; englisch)

KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml

COMMUNITIES OF PRACTICE / BODIES:

WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip

Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,z.B. gfwm-regional München: http://www.gfwm.de/group/121

BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz

PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:

Improving Knowledge Management for Service Organizations, Munich Re, Communities Meeting, Hohenkammer 2014

Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement‑ Synergien, Projektbeispiele und Erfahrungen ‑ In: KnowTech Konferenzband 2011, www.knowtech.net

~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie-Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675

Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... ‑ In: KnowTech Konferenzband 2009, www.knowtech.net

Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009

~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn

~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie ‑ In: KnowTech Konferenzband 2008, www.knowtech.net

~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,

~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;

~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39

~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx

~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net

~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net

~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-728

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http://www.knowledgebusiness.com/

http://www.apqc.org/membership-knowledge-management

http://www.pwm.at/

http://www.c-o-k.de/index.htm

http://www.eknowledgecenter.com/

http://www.xing.com/net/wm

http://www.wissenmanagen.net/

http://www.cogneon.de/

http://www.eknowledgecenter.com/

http://delicious.com/hoferalfeisj/jhas-30-innolinks

http://delicious.com/hoferalfeisj/jhas-30-innolinks

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren

http://www.melcrum.com/products/journals/kmr.shtml

http://www.melcrum.com/products/journals/kmr.shtml

https://www.xing.com/net/wimip

http://www.gfwm.de/group/121

http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

http://www.knowtech.net/

http://knowledgecamp.mixxt.org/networks/files/folder.10675

http://knowledgecamp.mixxt.org/networks/files/folder.10675







Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program

Moderation of developing a knowledge strategy with the business strategy by the management team

Support of KM strategy definition, KM implementation and controlling

Systematic and transparent design of expert career systems based on a knowledge strategy

Support with specific KM / InnoM instruments – examples:

Debriefing of teams or leaving experts

Development and improvement of communities of practice and other social networks

Coaching by development of an individual knowledge strategy / KM program

Dr.-Ing. Josef Hofer-Alfeis:Consulting Offerings for KM and Innovation Mngt. (InnoM)

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Km masterclass part5 plan & control knowledge & km ha20140530sls

Leadership & Management

Transcript of Km masterclass part5 plan & control knowledge & km ha20140530sls