Knowledge Management

Taming the Intangible

Compiled by : Shyan Kirat Rai

skrai@nasc.org.np

KM Definitions What is knowledge KM Myths SECI Model KM Tools KM Methods Roadmap to KM in an organization

Agenda

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What is Knowledge?Source: R. Ackoff’s “Pyramid to Wisdom” (1989, 1996)

Data

Information

Knowledge

Wisdom

Raw / hard facts

Collection of related data with context and perspective

Organized information that provides guidance or initiates action

Understanding that permits knowledge to be used

The continuum of knowledge

Data

Information

Experience

Insights

Wisdom

Physica

l

Abstract

Three entities – Data, Information & Knowledge

Knowledge

DIKW- Continuum

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Types of Knowledge

Explicit KnowledgeExplicit Knowledge Knowledge that is written down – and thus, easily recorded, shared, tracked, and measured, as well as editedor improved by others.

Tacit KnowledgeTacit KnowledgeKnowledge in your head. What you know but cannot easily share that lets you do a better job.

Knowledge Assets (KA)

= People knowledge

= Media-basedExplicitExplicitWritten down

TacitTacitin People’s head

Individuals

Paper-based

Multimedia

Digitally-Indexed

Digitally-Active

Intellectual Property © ™ (sm)Patents

Groups

Definition of KMKnowledge management is a discipline that promotes an integrated approach to identifying, retrieving, evaluating, and sharing an enterprise’s tacit and explicit knowledge assets to meet mission objectives. The objective is to connect those who know with those who need to know (know-why, know-what, know-who, and know-how) by leveraging knowledge transfers from one-to-many across the enterprise.

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Definitions…

Knowledge Management (KM). Knowledge Management (KM).

A conscious strategy to

leverage the knowledge assets of an

organization

to help achieve the business results.

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Definitions…

A managed system for ensuring that

•The right knowledge

•Reaches the right people

•At the right time

•To help them make the right

decisions

KM Thoughts

“KM is a JOURNEY not a DESTINATION”-Warick Holder

KM Advantages

In today’s knowledge economy “knowledge is the biggest capital”

Knowledge is linked to performance KM helps innovation Take advantage of what others already

know Avoid past mistakes Avoid redundant work Retain organizational knowledge

KM Thoughts

“In the end, learning faster than our competitors is the only sustainable competitive advantage”

-Arie de Geus – Shell

Knowledge Management Myths

Knowledge can be managed Don’t manage, facilitate

KM implementation is the goal KM is an enabler to achieve bigger goals

KM means implementing a software Technology is only an enabler

KM needs changing culture Can’t change culture, influence it

KM Thoughts

“You can’t manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.”

Chris Collison and Geoff Parcell, Learning to Fly: Practical Knowledge Management from Leading and Learning

Organizations ”

It is not the strongest of the species that survive, Nor the most intelligent … But the ones most

responsive to change

- Charles Darwin

KM Enablers

Success

70 %People

Process

20 %

Technology10 %

Knowledge Management involves processes for

Knowledge acquisition Knowledge creation Knowledge storage Knowledge sharing Knowledge application

Knowledge Sharing

Connecting

CollectingSource: http://www.slideshare.net/nickmilton/introduction-to-knowledge-management

KM Thoughts

“Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.

A demand for knowledge will stimulate a supply, but not vice versa”

1. Unclear concept/ vision

2. “Knowledge is power “ mentality

3. Lack of knowledge sharing processes

4. No time allowed

5. No knowledge sharing by executives

6. Managers do not walk the talk

7. Ineffective channels of knowledge distribution

8. Lack of knowledge filters

9. Lack of encouragement

10.Bureaucracy

Barriers to KM

KM Thoughts

Our approach to KM is far more than stick or

carrot. We say, "Knowledge Sharing is your job.

Do it! As a reward you may keep your job”

-Bob Buckman

Some of the Knowledge Creation Tools

After Action Review (AAR) Collegial Coaching Yellow Pages SWOT (Strengths - Weaknesses -

Opportunities - Threats) Good Practice Knowledge Fair Exit Interview Story Telling   Experience Capitalization Mentoring Visualization

Tools Contd.. Peer Assist Briefing Brainstorming Group Facilitation (Moderation) Community of Practice Open Space Balanced Scorecard Knowledge Map Knowledge Network Lessons Learnt

SECI Model

Technology in Knowledge Management

Taming the Intangible

Implementing and Maintaining KM

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KM

Who’s Responsible?

Why Implement KM?

IT’s Role in Implementing

Maintaining KMS

Strategy for Implementing

Knowledge management systems refer to any kind of IT system that stores and retrieves knowledge, improves collaboration, locates knowledge sources, mines repositories for hidden knowledge, captures and uses knowledge, or enhances the KM process

Knowledge Management Systems

Groupware systems & KM 2.0 The intranet and extranet Data warehousing, data mining Decision Support Systems Content management systems Document management systems Artificial intelligence tools Simulation tools Semantic networks

KM Systems Tools

KM Tools

Wiki

RSS

File Sharing

TRANSFORMATION IN GOVERNMENT

The technical programming and design know-how

Organizational know-how based on the understanding of knowledge flows

Problem

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Charles Lucier, Chief Knowledge Officer at International management and technology consulting firm said up to 84% of all KM programs fail.

A global bank spanning 70 countries abandoned their KMS before it was ever rolled out. A European manufacturing company successfully implemented a KMS, but it was rarely used. A pharmaceutical company implemented a KMS that could not be easily adapted to specific

context of each work group

When Knowledge adds up to nothing

Inadequate support: managerial and technical, during both implementation and use.

Expecting that the technology is a KM solution in itself.

Failure to understand exactly what the firm needs (whether technologically or otherwise).

Not understanding the specific function and limitation of each individual system.

Failure Factor of KM Systems

Lack of organizational acceptance, and assuming that if you build it, they will come – lack of appropriate organizational culture.

Inadequate quality measures (e.g. lack of content management).

Lack of organizational/departmental/etc fit - does it make working in the organization. easier? Is a system appropriate in one area of the firm but not another? Does it actually disrupt existing processes?

Lack of understanding of knowledge dynamics and the inherent difficulty in transferring tacit knowledge with IT based systems.

Lack of a separate budget.

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Evidence shows that, despite the potential pitfalls and seemingly high failure rate, companies are still willing to invest in KM. Why? Because there are big benefits there for taking.

The results of several surveys met: 87% of European business directors believe they could

enhance their company’s competitiveness with improved KM and 76% believe Building + Sharing Knowledge is important for their company.

Study of 500 firms conducted by KPMG illustrated 80% of senior executives feel that KM is strategic to their organization and 78% feel they have missed business opportunities.

Hoffmann-Roche, the Swiss pharmaceutical firm, has estimated that it saves over $1 million per day due to its KM activities

BP Amoco attributed $260 million in bottom-line savings to a KM program

Knowledge Management Success

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Energy firm Schlumberger Ltd. reported an estimated 668% ROI on a $72 million investment in KM over a period of six years

Chevron Corporation estimates that it saved an initial $150 million, plus at least another $20 million annually by instituting a best practices program

Teltech Communications, a firm that specializes in aiding companies to implement knowledge management programs, reports that its clients enjoy an average ROI of 12:1 for their efforts

In a survey carried out by Information Week , IT executives said they considered KM a strategic initiative of high importance, and KM spend is to climb at 62% of the IT institutions surveyed

Hewlett-Packard’s knowledge efforts aimed at customer service have reduced average call times by two-thirds and the cost per call has fallen by 50 percent

Knowledge Management Success (Cont.)

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Keys to successful KM

As is the case with many new practices in workplace:

Getting employees on board from day one and making sure they realize exactly how KM program is to impact on their routines and bring benefits for the organization as a whole is pivotal

Make sure KM becomes a fundamental aspect of the way you do business

Be sure your KM implementation is less about reporting and more about sharing knowledge

“Knowledge is a company asset, hidden, until the knowledge worker releases it. The key to generating the best returns from your KM Program is to implement a well-planned methodology and ensure that your organization facilitates this release of information.”-Mike Bagshaw, Development Director at Trans4mation Training Ltd,

Imagination

Is more important than

knowledge

Thank You