Knowledge ManagementKnowledge Management

Israeli Chamber of Information Systems Analysts

December 5th, 2001

Shimon Barak

AgendaAgenda

Knowledge Management – What it is? What it is not?

Some issues in implementing KMEnterprise PortalCommunitiesTools...

When you say KM, you mean:When you say KM, you mean:

Knowledge Management? – Remember: it is about knowledge but about management also

Information Management?– Information before Knowledge

Document Management?– To begin with

A big repository of everything with a search engine on top of it?- Will you get the result you wanted?

A Web site with links (Portal or not)?– Let be organized

What is Knowledge

� We have a knowledge about a subject when we know the subject ourselves or we know where we can find information about it.

� Knowledge is about connecting people that need information to people that have this information

KM involves:KM involves:

Collaboration

Processes

Incentives Change Mngt

Culture

Best Practices

Communities

Portal

Search

Taxonomy

Knowledge Management

...... ......Content Mngt

Do we know what we know?

“If only we knew what we know, we would be three time as profitable.” HP CEO Lew Platt

KnowledgeKnowledgeExplicit / Tacit Explicit / Tacit

KnowledgeKnowledgeKnowledgeKnowledge

Explicit = 10% Explicit = 10% Tacit = 90%Tacit = 90%

Tacit knowledgeis the unspoken

expertise of individualsand teams (courses,

experience, ideas….)

Tacit knowledgeis the unspoken

expertise of individualsand teams (courses,

experience, ideas….)

Explicit knowledgeis shared or codified(Internet, documents,

help, e-mails…)

Explicit knowledgeis shared or codified(Internet, documents,

help, e-mails…)

Where is the Information?

E-mail VoiceFax

News Documents, graphics, presentations

Web Sites

Databases

Explicit KnowledgeExplicit Knowledge Tacit KnowledgeTacit Knowledge

InsightsWisdom

??

Biggest Problem We FaceBiggest Problem We Face

Information Overload

IT as the Sorcerer’s Apprentice

� Thanks to IT, Information and knowledge have moved from scarcity to abundance

� but more is not necessary better

� Our personal time and attention has become the critical resource of the knowledge economy

� and therefore needs to be carefully allocated

� But IT still sees its role primarily as delivering more power, more bandwidth, more data

� thereby making the problem worse

Explicit Knowledge- Dangers!

� Abundance of information

� Information not updated

� Hard to reach the right information

� Every site look different

� People don’t know about existing information

Knowledge ManagementKnowledge ManagementMust change with the timesMust change with the times

Qualifications

THE VIRTUAL EMPLOYEE

OTHER EXPERIENCEDEMPLOYEES

FIELD SUPPORT

PERSONAL FILES

ELECTRONIC KNOWLEDGE BASES

Skillsets

Insights

Tools anddiagnosticsConsistent

methodologies

AlliancesCorporatelearnings

THE “EXPERT”

Analytics

Diagnostics

LessonsLearned

Information

Presentations

Reports

PrivateNetwork

Tacit Knowledge

The old model of “Knowledge is Power Lone Ranger” with personal expertise

The “virtual employee” -- access knowledge anytime, anywhere

Obstacles to Knowledge SharingObstacles to Knowledge Sharing

Corporate Culture Change

No Time / People/ Budget (זאת)

No Knowledge Strategy

NIH - Not Invented Here Syndrome

Employee recalcitrance

Why people are ready to share?Why people are ready to share?

Reciprocity– If I share, people will share with me and it will help me

to know more

Repute– If I share, people/managers will know me... and it will

help me to be promoted

Altruism– I am always ready to help. (yes, there are some strange

people)

Knowledge Oriented Knowledge Oriented ProcessesProcesses

E-mail

Document Management

Internet

Intranet (Undernet)

Help Desk

KM GoalKM Goal“Bringing the right information to the right people

on the right media at the right time”“Bringing the right information to the right people

on the right media at the right time”

Right Right InformationInformation

Right Right InformationInformation Right PeopleRight PeopleRight PeopleRight People

Right MediaRight MediaRight MediaRight Media Right TimeRight TimeRight TimeRight Time

Short, long, deepShort, long, deep

Managers, programmers,

technical people, marketing people, ...

Managers, programmers,

technical people, marketing people, ...

Intranet, e-mail, phone, person,

meetings, ...

Intranet, e-mail, phone, person,

meetings, ...

Immediately, good to knowImmediately, good to know

The 3 Elements of Knowledge The 3 Elements of Knowledge InfrastructureInfrastructure

Corporate KnowledgeInfrastructure

1. Culture

For a knowledge sharing environment

1. Culture

For a knowledge sharing environment

2. Technology

Hardware, software, network, etc.

2. Technology

Hardware, software, network, etc.

3. Processes

Knowledge reliant business processes

3. Processes

Knowledge reliant business processes

KM CultureKM CultureCorporate Management SupportKM Steering CommitteeCorporate KM TeamSpending Time on KMIncentivesCommunities of Interest

CKOs CKOs –– Who are they? Who are they? Evangelists

– Have the passion, believes that KM is the answer Entrepreneurs

– Driven to build something new, willing to take risks Persuaders

– Use the arts of influence: reciprocity, commitment, consistency and gentle deference

Communicators– Pursue multiple means of communication: meetings,

newsletters, e-mails, one-to-one conversations... IT Savvy

– Understand the capabilities of IT

A Portal A Portal –– What we need? What we need?

Personalization Search Categorization Site Map Push Pull Subscribe and Alerts Security Content Management Application integration

KM ProductsKM Products Sharepoint Broadvision Web Sphere Oracle Plumtree Vignette Brio Commugen ... (Babylon)

Communities Communities

Communities of Interest/ Practices People who:

– Have a same interest– Trust each other– Have a place to collaborate

Virtual places– E-mail, discussion groups, chat, collaboration

products... Physical places

– Meetings, conferences, phone, ...

The Knowledge Transfer in a Conference

The conference

The Participants

The central team

The central team to the participants

The participants to the central team

The participants between them

Building a ServiceBuilding a Service

Who needs it?– They really need it?

Who asked for it?– Are they the right people to ask for

it? High Management approval

– Is it according to the company business targets?

Who will update the information?– Think again! Are you sure?

Who will use the information?– Think again! Is it what they want?

Building the best service Building the best service –– They don They don’’t t use it. Why?use it. Why?

They didn’t participate in the design and were not in the loop.

They don’t have the time It is not friendly enough Bad response time It is not within the environment they

use to work in “The token didn’t fall” Change Management ....

ImplementationImplementationExplain what KM isEnsure participantsEnsure updated informationEnsure that people share

their knowledgeEnsure that people use

the knowledgeHelp if needed

Change ManagementChange Management

People

Processes

Technology

What have we learned?What have we learned? See the big picture, begin small with an

appropriate service which can be a good example for others. Show working services.

Not everything can be written in documents. Put links to experts, allow collaborations, meetings…

KM is not only technical (needs culture and processes) but no KM without a technical environment (Enabler).

Use counselors – but … Push , Push & Push. Don’t give up. “Show your

enthusiasm” (Larry Prussak)

shimonb@amdocs.com