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Transcript of Knowledge Management in the Business Sector Al Berg Practice Director/Collaborative Computing AMC...
Knowledge Management in the Business Sector
Al BergPractice Director/Collaborative ComputingAMC Computer CorporationNew York City, NY USA
Businesspeople know…Knowledge has Value!
“If HP knew what HP knows, we would be three times as profitable.” --
Lew Platt, CEO of Hewlett Packard
KM is Job One
According to the American Management Association (12/98), “Knowledge-Based Management” is the number one ranked IT concern of executives worldwide.
Business KM Trailblazers
Arthur AndersenChevronDow ChemicalHughes Space &
CommunicationsKaiser PermanentePrice Waterhouse
Sequent SystemsScandia AFSTexas InstrumentsUSAA
according to the American Productivity Center
KM Saves Real Money
Dow Chemical’s initial Intellectual Property management projects saved $40 million
Chevron’s KM efforts led to $170 million in savings
TI shared information on increasing semiconductor yields - and saved $500 million
The CKO
Chief Knowledge Officer
Builds a knowledge culture
Builds the needed infrastructure
Makes it all pay off!
Only 14.9% of companies responding to a recent survey have a “Chief Knowledge Officer”
Top Management Involvement
According to the same KM World survey…
59.5% of respondents noted that KM initiatives were driven by top management
40.5% did not see initiatives as driven by corporate management
Successful KM adopters have top management as a driver
Cultural issues
The most difficult part of implementing KM in business (and other) settings:
“It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.”
Niccolo Machiavelli - The Prince - 1513
Information Overload - A major driver of KM
The average businessperson in the US, Canada and UK receives approximately
190 messages per day
according to a May 1998 survey by Pitney Bowes
Three Kinds of KM Projects...
Creation of knowledge repositories
Improving access to knowledge
Building the “knowledge culture”
Knowledge Repositories
External knowledge Competitor intelligence
Structured internal knowledge Reports, databases
Informal internal knowledge Discussions
Repositories:External
Competitor and client intelligence
Competitor sales information Industry/competitor news Analysis of products developed and
patents filed by competitors
External Repositories at AMC Computer Corporation
Access to external news sources for client, vendor and customer news
Links to competitor web sites
Demos: The AMC news database Inquisit
Repositories:Structured/Internal
Document management
Capture knowledge as it is created
Leverage existing documents generated in course of business by making them easily accessible
Very common in the legal profession since its data is already document based
Repositories: Structured/Internal
Data Warehousing
“Slice and dice” access to data already being collected throughout an organization - accounting, customer service, etc.
New ways of looking at & analyzing existing data
Data ----> Information
Repositories: Informal/Internal
Hewlett Packard’s “Trader’s Training Post”
Links trainers and educators throughout HP world wide using Lotus Notes
Captures tips, tricks, insights and experiences and makes them globally accessible
Informal discussion database
Improving Access to Knowledge
“Yellow Pages” which connect information consumers with information sources
Codifying the “map” of knowledge in the organization
Microsoft’s SPUD
Skills Planning Und Development
Missions: Improve matching of
employees to jobs and teams
Plan for future employee skills development
How SPUD Works
Each Information Technology job at Microsoft is rated by a manager in terms of the 40 - 60 knowledge competencies needed to perform it
Each worker’s competencies are evaluated by him/herself, their supervisor and co-workers
Kinds of Knowledge
Foundation knowledge (entry level)
Unique knowledge needed for a job/task
Global knowledge for a particular function/organization
Universal knowledge for the company
SPUD Skill Categories
Within each knowledge type, workers can possess…
Explicit competencies in specific tools and methods
Implicit competencies such as leadership, abstract reasoning
SPUD Skill Levels
Competencies can be categorized as…
Basic knowledge Working knowledge Leadership Expertise
SPUD allows...
Managers to find the workers with the skills needed for a particular task/project
Workers to find assistance on specialized tasks
Workers to determine what type of training they need to advance their careers
Improving Access to Knowledge
Knowledge may exist in the organization - but may be difficult to find
KM tools can be used to make knowledge available to new internal markets
Case in Point: Chevron
Best Practice SharingSharing information on the best,most profitable ways to dobusiness
Knowledge Sharing Conferences
Intranet
Chevron Initiatives
Benchmarking costs for oil/gas drilling and using that information to predict and reduce future costs
Designation of “process masters” whose job it is to share knowledge
Looking at competitors’ best practices - as well as those from outside the energy industry
The Result
30 percent productivity gain
50 percent safety gain
$2 billion in cost reduction in the 1990s
Creating a Knowledge Environment
This is the hardest part for many companies
Traditional business practices may not reward information sharing - even in the same company!
Leveraging What Is Already There
Dow Chemical owned 29,000 patents - and did not know what they contained!
KM helped them... extract “lost knowledge” sell patents that were not being used abandon patents that were obsolete
Bottom line: US$4 million in savings
Nine Keys to KM Success
Knowledge friendly culture
Technical/organizational infrastructure
Senior management support
Links to economic benefits/success
Nine Keys to KM success
Process perspective
Clarity of vision and language
Powerful incentives
KM structure
Multiple channels for knowledge xfer
Microsoft and Knowledge Management
Microsoft Exchange
Internet Information Server
Databases
KM Demo from Lotus Development and IBM
This 9 minute “movie” shows IBM/Lotus Development’s vision for Knowledge Management
Scenario: a new employee’s first day on the job at a biotechnology firm...
“The Book” on KM in Business
Working Knowledge:How Organizations Manage What They Know
Thomas H. DavenportLaurence Prusack
Harvard Business School Press
The “Other Book” on KM in Business
If Only We Knew What We Know : The Transfer of Internal Knowledge and Best Practice
Carla O’Dell
Free Press
Knowledge Management on the Web
Knowledge Management Magazinehttp://www.kmmag.com
Knowledge Inc.http://www.knowledgeinc.com
American Productivity & Quality Centerhttp://www.apqc.org
Thank You!
Al BergPractice Director/Collaborative Computing
AMC Computer Corporation129 West 27th StreetNew York City, NY 10001
Telephone +1-212-620-0700, extension 1243Facsimile +1-212-656-1785Web www.amccorp.comEmail [email protected]