Knowledge Management Strategy Choices

Establish your knowledge strategy

IknowiT.by

16of the 100 largest companies

anno 1900 still exist

2000-2010:

46%of Fortune 500 dropped

of list

only

Stable & Secure - Forget it … Who’s still out there

In overview, in the Fortune 500 about half of the companies have disappeared. Over about nearly 120 years, only 16 of the 100 largest companies still exist. The majority of the once dominating companies were not able to adapt to new markets, new demand and related organisational requirements. Their market dominance dwindled and they were replaced by new players, more adapted to the needs of the consumer.

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Changing professions require chances in education

Jobsin-demandTOP 10

2004 2010

Not only are the life and existence of companies unstable, professions are under constant change as well. As new technology appears, new skills are required that result in new job types.The top ten in-demand jobs in 2010 did not exist in 2004. What happens when comparing 2015 with 2004?In the last 10 years a number of new jobs appeared, witnessing changes in society.In terms of education, this means that we are currently preparing students for jobs that don’t yet exist.For people this means that we need to re-skill in order to adapt to a new job for which we were not schooled initially. Permanent learning is both a must and a challenge. Can training programs keep up or do we fall back on our learning skills to keep up with job requirements? Do we need to adopt different learning strategies focusing on skills and competences rather than on knowledge? It is sure that people need to be more self starting and that companies must give room to initiative.

The 10 fastest growing occupations, 2000-2010 (percent change)

http://data.bls.gov

New since 2005http://www.forbes.com/sites/meghancasserly/2012/05/11/10-jobs-that-didnt-exist-10-years-ago/

App DeveloperMarket Research Data Miner

Educational or Admissions ConsultantsMillennial Generational Expert

Social Media ManagerChief Listening Officer

Cloud Computing ServicesElder Care

Sustainability ExpertUser Experience Design

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Medical assistantsComputer systems analysts

Personal and home care aidesDatabase administrators

Desktop publishersNetwork systems and data communications analysts

Network and computer systems administratorsComputer software engineers, systems software

Computer support specialistsComputer software engineers, applications

0 25 50 75 100

Analysts found that organisations with strong learning cultures are

46% more likely to be

strong innovators in their markets

34%

more likely to get to market before their competitors

18% more likely to currently

be a market-share leader in one or more

of their markets

33% more likely to report

higher customer satisfaction than other

organisations

39% more likely to report

success implementing customer suggestions

58% more likely to be

successful at developing the skills needed for meeting

future customer demand.

http://www.bersin.com/News/Content.aspx?id=12521

Innovation is often isolated as a goal to be achieved in order to let an organisation survive. Coming up with new products, services and working methods is important. In an economic world where the competitive advantage of a new product or service is short lived or even non-existent, being quick is important. Coming up with new ideas and observations that permit differentiation depends heavily on the learning capacity of an organisation and its members. The ability to take up new ideas, to search for new concepts and new solutions for problems is a capacity crucial for differentiating and realising a competitive advantage.

Learning leads to competitiveness

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Your company focus

A knowledge management approach should be in line with your company DNA. The major focus, way of working and basis for creating value has to dictate how to approach knowledge and how to manage it. The focus may differ across organisational entities and as a company you may require different or mixing approaches to managing knowledge.

Innovation, creativity and related research and design activity are the cornerstone of your operations.Coming up with new ideas and products is where you create value. Your organisation is staffed with highly creative and educated people. They are driven their achievements and the creative process they go through individually or in group.Art and crafts related activities form the cornerstone of your operations.In a context of craft high quality work, specifically made to the needs of your customer even though what you make is nearly similar to a previous job there are always specificities that make the task at hand unpredictable. Your people are trained professionals with vocational training and happy with a job well done.Industrial processes are focused on efficiency and high volume producing commodity products at the lowest price to be sold at the best margin. Competition drives them to continuously reduce production prices in order to keep their margin. Still quite some of the activities in producing goods are executed by human effort. Design of working processes is largely centralised, as is product development. Close monitoring of performance and related data analytics provides periodic feedback for process and product design.

Logistics, is just as industry driven by efficiency and cost reduction. There efficiency can be reached through good planning and efficient use of rolling stock. The disperse deployment of staff is a challenge together with their very concrete information or even data needs. Centrally monitoring of routes and their efficiency is key.

Automated processes are currently mainly recognised in process industry but it is to be foreseen they will expand including administrative production, where the further exploration of rules and exploitation of artificial intelligence and big data will replace further human labor. The focus on knowledge management will shift here from providing information to human actors to declaring knowledge in machine readable format combined with elaboration of reasoning algorithms.

Establish function and role needs

The professional has different appearances depending on industry and sector. He is mainly driven by the content and quality of the work he performs, although increasingly working in teams he must be able to work independently and create value based on his knowledge, skills, insight and experience. He received higher education. His knowledge needs vary. He may be looking for practical tools but also background information to work further with or even to share experiences with peers.

The industrial operative is part of a larger industrial production system and executions along procedures and instructions. He is mainly interested in clear how-to information where time to get familiarised is minimal.

Administrative support staff is confronted with a wide diversity of tasks. They will require information about supporting processes, the organisation and how to use facilities in the organisation and generic tools.

The administrative operative is part of a larger administrative production process like in financial institutions or government. They are responsible for handling a part of a larger case and need to be productive. Their main concern is related to increase productivity in the most efficient way. The knowledge and information made available has to be practical.

The artisan craftsman works in small teams or independently on specific assignment most often involving large parts of bespoke work. Like the professional he creates value based on knowledge, skills, insight and experience. He is keen on quality work and builds on his practical skills. He received technical or vocational education. His knowledge needs are mainly driven by finding practical solutions and looking for practical innovation.

Establish a knowledge/information mix & transmission modi

Knowledge can be expressed and shared at different levels. These have an impact and limitations on transfer or generation. Depending on the nature of knowledge the effort for transferring and the channels for diffusion differ.Implicit knowledge is deeply ingrained in people most often strongly related with skills and the finesse is build through growing experience. It is hard to explain, rather it should be lived in day to day practice.Explicit knowledge is the most visible form of knowledge, or is it information? In general this means documentation in its different forms made available through different channels. Other means of making knowledge available can be podcast, instructional video’s …Embedded knowledge is builds further on explicit knowledge in the sense that formalisation is enhanced to the level of direct use by machines or software.

Teaching - Training - Coaching - Mentoring is intensive, time consuming but often the best way to transfer the implicit aspect of knowledge and specific techniques and skills that can be best valued through exercise and direct feedback.Library - documentation - intranet site widely spread and known. In that sense easily to implement as it can be defined as an isolated activity. It is suited for transfer of explicit knowledge that can transferred in unambiguous ways and work with frontal transfer of information and knowledge.

Code management - promotion is the infrastructure for managing and distributing software code and algorithms used for developing, updating and deploying embedded knowledge. Additional documentation will be required for developers to reconstruct reasoning of previous developers.

Social intranet - instant messaging - conferencing permits interaction and thus applying to a specific situation. As a low cost tool/platform it will support knowledge exchange or even creation. Dialog with colleagues permits to search or elicit knowledge taking account of the specifics of the knowledge need.

The degree of formalisation, complexity and finesse of knowledge will strongly influence the choice of channel for exchange.

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Nature of Knowledge

Production Model / Strategy

Deg

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& Q

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Form

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Kno

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Sta

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Con

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EmbeddedFormal

Implicit

Mapping it …

00" 10" 20" 30" 40" 50" 60" 70" 80" 90" 100"

United"States"

Australia"

EU"27"

Belgium"

Germany"

United"Kingdom"

Sweden"

Denmark"

Norway"

France"

55G64" 25G54" 15G24"

15#24 25#54 55#64United States 45,5 75,1 60,0Australia 60,7 79,8 61,1EU 27 .. .. ..Belgium 26,0 79,3 38,7Germany 48,2 82,8 59,9United Kingdom 50,1 80,1 56,8Sweden 40,4 86,0 72,5Denmark 57,5 82,3 59,5Norway 51,4 84,7 69,6France 29,9 81,3 41,4

Employment rates by age groupAs a percentage of population in that age group

Western European historic Union members are challenged by an ageing population, also in the group of their less and less active older professionals. This societal challenges should reflect in product and services innovation. It is not all about addressing millennials. Baby boomers remain a big group.On the level of work force composition, letting go of senior employees, impacts the knowledge and experience pool of organisations and our economy. Now and in the years to come organisation will be confronted with big parts of their workforce streaming out. Not preparing a workforce transition and knowledge and skills continuity plan will disrupt the organisations functioning and even its existence.Experience is essentially valued with efficiency in mind. It has its value when innovating. Cultivating an atmosphere inviting initiative and creativity invites everybody. Experience should not be seen as an inhibitor of change or innovation. It is an important asset and source of ideas when engaged in lateral and associative thinking set up as a group process and certainly not only when thinking through the negative side effects of a concept. The right mix of participants is key when initiating these initiatives.

0"

10"

20"

30"

40"

50"

60"

70"

80"

90"

100"

Belgium" USA" EU725" EU715" EUROZONE" EEA728"

67+"

55767"

45754"

35744"

25734"

15724"

715"

Experience challenges & Demographics

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What is your company’s age pyramid

All companies follow the age pyramid of the society they function in. At least in Western society the baby boomer generation is being replaced by younger generations in our workforce due to retirement. Its impact may be sudden and abrupt when reinforced by specific, contextually introduced retirement plans triggered by sector’s economic needs.

Making up your company age pyramid, in occurrence specified by functional role, will give you insight in the succession strategy to set up. Knowledge transition should be part of your succession planning. Depending on your activity domain and focus this will be more ore less intensive.

Establish your challenges (examples)

Knowledge Approach

Drivers

Activity Type

KnowledgeSuccession

RiskContainment

EfficiencyImprovement

Creativity MobileDigitalisation

Social Interaction

LIntranet

LIntranet

LProcedures & Instructions

LIntranet

Procedures & Instructions

Social Collaboration

L

Guidelines on tooling

Development documentation Development workbenches & frameworks

LElicitation

Social CollaborationMentoring

AI AI

L


Code

Training

Instructions (live & video)

Mentoring

Training

Training

Training

Training

Guidelines on tooling

Instructions (live & video)

Training

Vehicle Intelligence

Diagnostics & Self Driving

L

Access External Sources

L



L



L



L

Access External SourcesSocial Collaboration

L


Development documentation Development workbenches & frameworks

L

Social Sharing

Training


Methodology

Library of formal knowledge Documentation

AI

Vehicle Intelligence

Diagnostics & Self Driving

LIntranet


Process

AI

Process

AI

Process

AI LIntranet


Process

AI

L


Training

Process

AI

Explicit knowledge Embedded knowledge Implicit knowledge Human

Implicit to Explicit knowledge Social

LIntranet

Code

IknowiT.

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Knowledge Management Strategy Choices

Business

Transcript of Knowledge Management Strategy Choices