Knowledge Management: Best Practices for Organization

Knowledge Management: Best Practice for Organization

Moh. Haitan Rachman

E : [email protected]

[email protected]

W : haitanrachman.wordpress.com

FB: facebook.com/haitanrachman

T : twitter.com/haitanrachman

Agenda

Introduction

Knowledge Management

Definition, Framework, Plilars, Innitiatives

KM Implementations

Required Resources, Internal Workshop, KM Roadmap

Knowledge Mapping

KM Internal Projects

www.mobileskynet.com

Introduction

We believe that the future belongs to companies that can take the best of the East and the West and start building a universal model to create new knowledge within their organizations.

(I. Nonaka and H. Takeuchi)

We are now in Knowledge Era

www.mobileskycode.com

Knowledge Agenda

Making knowledge and knowledge

processes more explicit.

The development of strategic frameworks

to guide the exploitation of knowledge

in products, services and processes.

The introduction of more systematic

methods to the management of

knowledge.


Definitions

Data, Information, Knowledge


What is data?

Refers to a collection of facts

A unit of data comprises two elements. One is the name of the

attribute referred to; the other is the value of that attribute for a

given entity.

Examples are:

attribute monthly salary;

value - $3,000; attribute personal name;

value Debra;

attribute name of a car;

value Cadillac;

attribute cost of a car;

value $35,000;www.mobileskycode.com

What is information?

A set of information is a collection of facts together with

definitions of relationships between them.

A relationship can be expressed as: if condition then fact.

The cheapness attribute of a car will be defined as cheap if the

cost is below $12,000, medium-priced if the cost is from $12,001

to $25,000 and expensive if the cost is $25,001 and above.

if cost < 12,001 then cheapness = cheap else

if cost > 12,000 and cost < 25,001 then

cheapness = medium-priced

else

cheapness = expensive


What is knowledge?

(1) a fluid mix of framed experience, values,

contextual information, and expert insight that

provides a framework for evaluating and

incorporating new experiences and information.

(2) It originates and is applied in the minds of

knower. (3) In organizations, it often becomes

embedded not only in documents or

repositories but also in organizational routines,

processes, practices, and norms

Davenport and Prusakwww.mobileskycode.com

Knowledge Types

Tacit knowledge is that which is

implied, but is not actually

documented; something an individual

knows from experience, from other

people, or from a combination of

sources.

Explicit knowledge is externally

visible; it is documented tacit

knowledge.


Conversion processes

Tacit Explicit

Tacit

Explicit

Socialization Externalization

CombinationInternalization

From

To

Source: The knowledge creating company, I. Nonaka and H. Takeuchiwww.mobileskycode.com

Knowledge Transfers

Socialization.

Individuals have a wealth of tacit knowledge that they share with other organizational members. This knowledge exchange may be a one-to-one, one-to-many, or a many-to-many interaction. Traditionally, same place/same time face-to-face meetings have been the medium for exchange.

Externalization.

Explicit knowledge is knowledge that is stored on paper, audio or videotape, computer disks, etc. Organizations have traditionally documented standard operating procedures,

created periodic reports, white papers, etc.


Knowledge Transfers (cont.)

Combination.

Explicit to explicit interactions, or knowledge transfer

Internalization

This form of knowledge creation depends on an individuals ability to make sense out of explicit information. Successful internalization is a function of the sense-makers individual attributes, including personal expertise, experiences, and mindset.


Primary repositories

Source: The Delphi Group, Inc., (2000)


Knowledge ManagementDefinition

What is knowledge management? (1)

(1) The systematic process of finding, selecting,

organizing, distilling and presenting information in a

way that improves an employee's comprehension in a

specific area of interest. (2) Knowledge management

helps an organization to gain insight and understanding

from its own experience. (3) Specific knowledge

management activities help focus the organization on

acquiring, storing and utilizing knowledge for such

things as problem solving, dynamic learning, strategic

planning and decision making. (4) It also protects

intellectual assets from decay, adds to firm intelligence

and provides increased flexibility.

Source: http://www.bus.utexas.edu/kman/answers.htm



Source: Benjamins, V.R., Knowledge Management in Knowledge-Intensive Organizations, Intelligent Software Components (2001).



Knowledge management is the set of human, organization, and technology to support the assimilation, dissemination, application and creation of knowledge to deliver the values.


Knowledge Management Process

Knowledge creation is the improvement of and/or

increasing the certainty of piece of knowledge and

occurs during a learning experience

Knowledge assimilation is the collection, storage, and

the refinement of the created knowledge with existing

knowledge in the organizations memory

Knowledge dissemination is the retrieval and

distribution of the knowledge to use in another learning

experience

Knowledge application is the use of past knowledge to

help solve the current problem.

Knowledge Management Cycles

Create KnowledgeRepository

IdentifyClassify

Access

Use/Exploit

Collect

Organize/Store

Share/Disseminate


VALUE

Knowledge ManagementFramework

Knowledge management pillars

Karl Wiigwww.mobileskycode.com

Knowledge Management Pillars

Karl Wiigs pillars represent the major functions needed to manage knowledge. The pillars are based on a broad understanding of knowledge creation, manifestation, use, and transfer.

Pillar I is concerned with exploring knowledge and its adequacy. The framework identifies several components of this function --survey and categorize knowledge; analyze knowledge and knowledge-related activities; elicit, codify, and organize knowledge.

Pillar II involves appraising and evaluating the value of knowledge and knowledge-related activities.

The pillar III focuses on governing knowledge management activity. This function has three components -- synthesize knowledge related activities; handle, use, and control knowledge; and leverage, distribute, and automate knowledge


Core Capabilities and Knowledge Building


Core Capabilities and Knowledge Building

Leonard-Bartons four core capabilities and four knowledge building activities are crucial to a knowledge based organization (KBO).

Four Knowledge-Building Activities consist of shared and creative problem solving (to produce current products), implementing and integrating new methodologies and tools (to enhance internal operations), experimenting and prototyping (to build capabilities for the future), and importing and absorbing technologies from outside of the firms knowledge.

Four core capabilities are physical systems (competencies accumulated in material systems that are built over time such as databases, machinery, software), employee knowledge and skills, managerial systems (organized routines directing resource accumulation and deployment creating the channels through which knowledge is accessed and flows (e.g., education, reward, and incentive systems)), and the organizations values and norms (determining the kinds of knowledge sought and nurtured, and the kinds of knowledge-building activities tolerated and encouraged within an organization).


Model of Organizational Knowledge Management


Model of Organizational Knowledge Management

Arthur Andersen and APQC have advanced a model

comprised of seven KM processes that can operate on an

organizations knowledge. As illustrated, these processes

are create, identify, collect, adapt, organize, apply, and

share. The nature of organizational knowledge that they

process is not characterized in this model. Nor does it

characterize the nature of the processes themselves. The

model identifies four organizational enablers that facilitate

the workings of the KM processes: leadership,

measurement, culture, and technology. The model does

not detail the nature of the enablers.


Knowledge ManagementPillars

Pillars of Knowledge Management

1)Management & organization

2) Infrastructure Technology

3)People & Culture

4)Content / Knowledge


Knowledge Management Framework

Create Content &Knowledge

IdentifyClassify

Access

Use/Exploit

Collect

Organize/Store

Share/Disseminate


Human & Culture

Organization & Management

InfrastructureTechnology

VALUE

Business Objectives

Reduced cycle time

Producing significant reductions in time-to-market for new drugs in an industry where every days delay can represent $1 million in lost revenues.

Implementing information systems projects by sharing project management best practices throughout the IT organization

Reduced costs

Reducing the costs of repeated mistakes. In documenting errors avoided, savings from the initiative already represent millions of dollars.


Business Objectives

More efficient use/reuse of knowledge assets

Tracking the number of consulting engagements won where knowledge captured from previous projects is reused.

Increased organizational adaptability.

Supporting new competitive strategies or process designs.

Filtering, synthesizing, and interpreting competitive intelligence can improve a firms ability to react to the marketplace.


Business Objectives

Increase value of existing products and services

Using knowledge to improve existing products and services can significantly differentiate an offering from its competitors.

Embedding specific industry knowledge into the software promises to reduce design time for customers.

Create new knowledge-intensive products, processes, and services Managing its patents more effectively and expects to

generate more in licensing revenues


Technology Infrastructure


Knowledge ManagementInnitiatives

Hewlett-Packard

HP knowledge base for educators

Trainers Trading Post a discussion database on training topics

Training Library a collection of training documents Training Review a consumer reports collection of

evaluation of training resources HP Laboratories

Connex provides a guide to human knowledge resources within the Labs and to other parts of HP.

The content is a set expert profiles or guides to the background and expertise of the individuals


MICROSOFT

Skills Planning und Development (SPuD)

Using the competency model to transfer and build knowledge

Leading to better matching employees to jobs and work teams.

Five major components : Development of a structure of competency types and levels Defining the competencies needed for particular jobs Rating the performance of employee in particular jobs based

on competencies Implementing the knowledge competencies in an on-line

system Linkage of the competency model to learning offerings


British Petroleum

Virtual Teamwork (VT) project to make easier for

employees and partners to communicate and share

ideas and knowledge between businesses.

Helping BP know what it knows, learn what it needs to learn and use knowledge more productively.

Requiring people to interpret and apply information base their skills, knowledge and experiences.

associating, from engineer offshore to supplier offshore, are networked by PCs with video conferencing, electronic whiteboards and scanners and linked by the internet, corporate intranet, Lotus Notes and e-mail.


Hoffman-LaRoche

Knowledge map to capture a companys existing knowledge

Rewritten guidelines outlining key customers requirements

A Question tree charting the questions Contents framing how a company should answer

customer questions Knowledge links mapping who should share

knowledge and with whom Yellow pages listing people who have knowledge

expertise and knowledge Knowledge map helps between medical doctors and researchers, among others. Knowledge gaps in maps assist management plan for resources.


Knowledge ManagementImplementations

Differences

Knowledge Management Projects Information Management Projects

Goals emphasize value-added for users

Goals emphasize delivered and accessibility of information

Support operational improvement and innovation

Support existing operations

Adds value to content by filtering,

synthesizing, interpreting, pruning content

Delivers available content with little value added

Usually requires ongoing user contributions and feedback

Emphasis on one-way transfer of information

Balanced focus on technology and culture issues in creating impacts

Heavy technology focus

Variance in inputs to system precludes automating capture process

Assumes information capture can be automated


Knowledge management Implementation

KM KM ProjectProject

AAIdentifying Sources and Networks of

Expertise

BB

Structuring and Mapping Knowledge Needed to Enhance Performance

CC

Capturing and reusing structured knowledge

DDCapturing and sharing lessons learned from practice

Synthesizing and Sharing Knowledge

from External SourcesGG

EEMeasuring and Managing the Economic Value of Knowledge

FFEmbed Knowledge in

Products and Processes


Identifying Sources and Networks of Expertise.

Some projects are designed merely to make

expertise more visible and accessible to

employees. The underlying strategy here is to

facilitate connections between those people who

possess and those who need knowledge.

Structuring and Mapping Knowledge Needed to

Enhance Performance. Another type of project

impacts efforts like new product development or

process redesign by making explicit the specific

knowledge needed at particular stages of the

initiative.



Capturing and reusing structured knowledge.

Knowledge is often embedded in component parts of

organizational outputs, such as product designs,

project proposals and reports, documented

implementation procedures, and software code that

can be reused to reduce the time and resources

needed to produce a new output.

Capturing and sharing lessons learned from practice.

It captures softer, more experiential knowledge that

must be interpreted and adapted by the user in a new

context. These efforts often involve sharing learning

through a data base, and they may also take on a

more interpersonal approach, using face-to-face

sharing of stories and experiences.



Measuring and Managing the Economic Value of

Knowledge. The firms possess structured intellectual

assets, such as patents, copyrights, software licenses,

and customer data bases. Recognizing that these

assets create both revenues and costs for the firm,

another type of project seeks to manage these assets

more judiciously.

Embed Knowledge in Products and Processes. It

seeks to enhance or create new knowledge-intensive

products, services, and processes. By recognizing the

potential market value of knowledge that the firm is

generating, the value of existing offerings can be

enhanced or new revenue sources created.



Synthesizing and Sharing Knowledge from External

Sources. Traditionally, these systems have been little

more than information delivery clipping services

that routed articles and reports to executives. But

the electronic information avalanche, combined with

increasing complexity, specialization, and the speed

of market changes has raised the knowledge

component of these systems. They will require

editors, reporters, and analysts to synthesize and

provide context to the tremendous volume of market

information available.


Knowledge ManagementRequired Resources for Implementation

Resources Required for KM

A

Knowledge project sponsors and managers

B

New knowledge management roles

C

Setting up the technological infrastructure

D

Dealing with broader cultural and human issues

E

Money


Resources Required for KM Projects - 1

Knowledge project sponsors and managers

finding sponsors and keeping them committed because of the abstract nature of knowledge and the difficulty executives see a direct link to bottom line concerns.

Knowledge managers must particularly strive to avoid intellectual arrogance; when managing knowledge a tendency to begin to feel that one knows more about the domain



New knowledge management roles

a sophisticated set of competencies include (1) strong interpersonal and facilitation skills to get people in diverse roles working together; (2) continually assess the projects value added; and (3) sufficient knowledge to manage the infrastructure development.

Editors, reporters, analysts, group facilitators needed on projects as capacities to elicit, interpret, and synthesize information from a variety of sources, and communicate it in ways that add value



Setting up the technological infrastructure.

The popular technologies databases, information bases, or knowledge bases accessed by desktop computing and communications infrastructures.

The choice of technology influenced by higher level organizational standards.

A very common technical decision between Lotus Notes and World Wide Web-based intranets for knowledge capture and distribution.



Dealing with broader cultural and human issues.

The critical cultural issues involve creating an organizational climate in which knowledge is valued and shared.

Specific human resource programs, e.g., performance evaluation and incentive programs

Creating some level of shared meaning around knowledge categories.

Creating a knowledge-oriented culture is a key responsibility of corporate-level chief knowledge officers or chief learning officers.



Money.

knowledge management projects require financial resources.

The costs for people, technology, the logistics involved in face-to-face knowledge creation and transfer

Because of these costs, knowledge initiative managers should make significant efforts to capture the benefits of projects.


Knowledge ManagementInternal Workshop and Roadmap

Defining the Global KM Vision

Week 1 Week 8 to 12

Step 1

Demonstrate

KM Best

Practices

Step 2

Build the

Strategic

Linkages

with KM

Step 3

Determine

KM

Focus

Step 4

Translate

KM Focus

into

Initiatives

Step 5

Prioritize

KM Pilots for

implementation

ExecutiveExecutiveWorkshopsWorkshops

PlanningPlanningWorkshopsWorkshops WorkgroupsWorkgroups

Step 6

Build

Initial

Project

Charters


Indentifying

Expertise, skills that provide access to markets or are used to create core products

Delivers fundamental customer benefit

Difficult for competitors to imitate

Applied core competencies business processes infrastructure resources work organisation

Hard-to-duplicate business processes

Core Capabilities

Know How To ?

Core Competencies

Know What ?

Capabilities provide the means to deploy

competencies to achieve competitive advantage


Operational projects

Week 1 Week 8 to 12

Step 1

Demonstrate

KM Best

Practices

Step 2

Build the

Strategic

Linkages

with KM

Step 3

Determine

KM

Focus

Step 4

Translate

KM Focus

into

Initiatives

Step 5

Prioritize

KM Pilots for

implementation

ExecutiveExecutiveWorkshopsWorkshops

PlanningPlanningWorkshopsWorkshops WorkgroupsWorkgroups

Step 6

Build

Initial

Project

Charters


Project Identification

Leader and ExpertIdentification

Solution Identification

Knowledge Management Roadmap

Identifyingthe area, process or application which you wish to address

KM is growing fastest at the grassroots level rather than at the corporate-wide or enterprise level

Identifying the thought leaders in organization as a resource and reference point.

Helping guide the project in a direction that will be most beneficial to the staff

Becoming your user advocates andgateways to help by collecting all the feedback that thegeneral user

Probably organization has a file server, some sort of an emailsystem, a web server, and a lot of software.

KM project utilizes the tools already in place for the proposed solution.


Knowledge Capture

Information Entry

Deployment and Feedback

Knowledge Management Roadmap

Sticking to the explicit and leaving the tacit for later

Tacit information will arise spontaneously if focusing on explicit information

Beginning project onFrequently Asked Questions. Subject matter experts focus on the more interesting and challenging problems.

In the beginning of a KM project, the project leadershave to take the initiative and act as the gatekeepers of the system.

Identifying thought leaders earlier in the project to maximum advantage.

Explaining to the user community what information is currently available in the system

Thought leaders from early can become our communication channel to garner the collective feedback of your staff


Knowledge Mapping- Diagramming

- Entity-Relationship

- Mind Mapping

Knowledge mapping is a process of

surveying, assessing and linking the

information, knowledge, competencies

and proficiencies held by individuals

and groups within an organization

What is Knowledge Mapping?


What Knowledge Maps Show

1. Available knowledge resources

2. Knowledge clusters and communities

3.Who uses what knowledge resources

4. The paths of knowledge exchange

5. The knowledge lifecycle


Knowledge Map Tools

Diagramming

Mind Mapping

Entity-Relationship


Competency-1 Competency-2 Competency-3 Competency-4 Competency-5 Competency-6

Competency Directory

Knowledge Directory

Competency Directory


Knowledge Directory

Phase

ObjectivesPhase

ObjectivesPhase

ObjectivesPhase

Objectives

Cycle Business Process


Marketing Strategy


Business Management


Customer Relationship Management

ProblemReport

Competitor

Employee

ContactPerson

Supplier

Product

Customer/Intermediary


Improvement and Problem Handling

ProblemReport

Employee

OrganizationalUnit

Product &Service

Practice

Customer Supplier Contact

SourceStakeholder

Process

Proof

Knowledge Management Internal Projects

Two KM approaches

Corporate-wide KM initiatives:

Skandia, Bank of Montreal, and Dow Chemical New roles, such as director of intellectual capital

and chief knowledge officer A local context, the majority of knowledge initiatives at the business unit, function, or operational process level

Focused on better management of a functional knowledge resource

Dow Chemicals, e.g. patents generated in the research and development function.


Knowledge Innovation Center

Only internal

Bringing Internal into External

Bringing External into Internal

Bringing Internal and External Together


1 2

3 4

Knowledge Portal

http://worldwidebiznet.com

http://worldwidebiznet.com/innovation

http://worldwidebiznet.com/internet

http://worldwidebiznet.com/marketing

http://worldwidebiznet.com/government

http://worldwidebiznet.com/mobile


www.mobileskynet.com

TERIMA KASIH!

Moh. Haitan RachmanE : [email protected]

[email protected] : haitanrachman.wordpress.comFB: facebook.com/haitanrachmanT : twitter.com/haitanrachman

Knowledge Management: Best Practices for Organization

Business

Transcript of Knowledge Management: Best Practices for Organization