Managing Organizational Knowledge Programme On Managerial Effectiveness July 2014 Nirmala Apsingikar...
-
Upload
ulises-bowmer -
Category
Documents
-
view
218 -
download
0
Transcript of Managing Organizational Knowledge Programme On Managerial Effectiveness July 2014 Nirmala Apsingikar...
Managing Organizational Knowledge
Programme On Managerial Effectiveness
July 2014
Nirmala Apsingikar
04/11/23
NIRMALA/ASCI 1
Managing Organizational Knowledge AGENDA
• KM context: KM drivers; perspectives; value propositions
• Knowledge and Knowledge processes – revisit
• KM implementation - Examples• Knowledge Management Frameworks• Harnessing tacit knowledge• KM technologies• Implementation
04/11/23
NIRMALA/ASCI 2
04/11/23 Nirmala/ASCI 3
KNOWLEDGE MANAGEMENT CONTEXT
• Rising Rate of Innovation -> Knowledge must evolve and be assimilated faster
• Leaner, Organizations, employee attrition -> informal knowledge needs to be formalized
• Reconstitution of teams->Loss of project learning
• Increasing volumes of data->awareness of of need to manage information flows
• Concept of learning organizations
04/11/23 Nirmala/ASCI 4
KNOWLEDGE MANAGEMENT
Innovation PerspectiveInnovations are created primarily by investment in intangibles. When such investments are commercially successful, and are protected by patents or first-mover advantages, they are transformed into tangible assets creating corporate value and growth
-Baruch Lev, Intellectual Capital guru in Intangibles (2001)
Trends Influencing KM
• Commoditization of IT• Hyperconnectivity• Social Media in the workplace• Analytics
04/11/23
NIRMALA/ASCI 5
MAKE Knowledge Performance Framework
• creating an enterprise knowledge-driven culture.
• developing knowledge workers through senior management leadership.
• creating an environment for collaborative enterprise knowledge sharing.
• creating a learning organization. ..2..
04/11/23
NIRMALA/ASCI 7
• developing and delivering knowledge-
based products/services/solutions.• maximizing enterprise intellectual
capital.• delivering value based on stakeholder
knowledge.• Transforming enterprise knowledge
into stakeholder/shareholder value.
04/11/23
NIRMALA/ASCI 8
MAKE Knowledge Performance Framework
Intellectual Capital And Knowledge Management
04/11/23
NIRMALA/ASCI 9
Human Capital Management
Structural Capital Mgt.
External Capital Mgt.
Employee brainpowerKnowledge
SkillsExperience
External Relationships
NetworksBrand equity
Image
KnowledgeManagement
DatabasesSystemsBusiness ProcessesIntellectual Property
KNOWLEDGE MANAGEMENT VALUE PROPOSITIONS
Avoidance of costly mistakesFaster problem solvingFaster product development timesImproved customer serviceIncreased productivity in operationsEnhancing Innovation
04/11/23
NIRMALA/ASCI 10
Trends Influencing KM
• Commoditization of IT• Hyperconnectivity• Social Media in the workplace• Analytics
04/11/23
NIRMALA/ASCI 11
KNOWLEDGE MANAGEMENT - A FEW PERSPECTIVES
A discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing enterprise information assets - (Gartner Group)
Connecting People to the best practices, knowledge and expertise they need to create value for the organization
(- American Productivity and Quality Center)
04/11/23
NIRMALA/ASCI 12
KNOW
LEDGE
CONCEPTS-
REVISIT
ED
04/11/23
NIRMALA/ASCI 14
Ideas
Insights
Individual and groupLearning
Knowledge Flow
KnowledgeCreation
External Environment
KnowledgeAbsorption
KnowledgeBase
CodificationValidation
EmbeddedKnowledge• Products• Processes etc.
Rapid Conversion
TacitKnowledge
ExplicitKnowledge
Internal Environment
KNOWLEDGE CYCLES
04/11/23
NIRMALA/ASCI 15
KnowledgeRepository
Collect
Identify
Classify
Organize/Store
Share/Disseminate Access
and Adapt
Use/Exploit
Meta data
Create
KM MODELS
04/11/23
NIRMALA/ASCI 16
SocializationExternalization
InternalizationCombination
Tacit
Explicit
From
Tacit
Explicit
To
Source: Nonaka & Takeuchi
Engaging with KnowledgeProviding Appropriate KM Platforms
04/11/23 NIRMALA/ASCI 17
Engaging with Knowledge Providing appropriate KM Platforms
• Seeking and Providing Authoritative Knowledge
• Exchanging Knowledge Resources• Sharing and learning from Others’
Experience• Collaborating• Understanding ambiguous knowledge• Creating new knowledge
04/11/23 NIRMALA/ASCI 18
Engaging with Knowledge Providing appropriate KM Platforms
• Seeking and Providing Authoritative Knowledge Resources needed for gathering, vetting and
distributing knowledge Intranet Portal based, Search, DMS/CMS, FAQs
• Exchanging Knowledge Resources Support provided by users Blogs, Forums, Twitter
04/11/23 NIRMALA/ASCI 19
Engaging with Knowledge Providing appropriate KM Platforms
• Sharing and learning from Others’ Experience Facilitation necessary On-line Communities; Forums; Lessons Learned databases
• Collaborating Support provided by team/group leader On-line communities; Team Wikis Sharepoint; Confluence; others
04/11/23 NIRMALA/ASCI 20
Engaging with Knowledge Providing appropriate KM Platforms
• Understanding ambiguous knowledge Support provided by users Social Networking ; Expertise networking
• Creating new knowledge On-line articulation of an issue or need Support for Face to Face conversation
04/11/23 NIRMALA/ASCI 21
Knowledge Management Applications
04/11/23
NIRMALA/ASCI 22
KNOWLEDGE MANAGEMENT APPLICATIONS
• KM to Support Transactions• Analytical KM• KM Supporting Knowledge Asset
Management• Process Knowledge Management• KM for HR Competency
Development• Support for Innovation
04/11/23
NIRMALA/ASCI 23
Knowledge Management Applications
NASA ESMD Risk Management
04/11/23
NIRMALA/ASCI 24
POSITIONING KMKM SCENARIOS
KM POSITIONING EXAMPLE-Power Sector
•Growth in generation business
•Re-segmentation of markets
•Power Trading
•Continued focus on excellence in O & M
•SCM for projects and O & M
•Fuel supply security strategies
ABC PowerKey elements of Strategy
KNOWLEDGE MANAGEMENT AS A CRITICAL SUCCESS FACTOR
Finance, Regulation ,Sourcing, Risk Management, Continual Improvement,
Human Resources ManagementInformation Management
Business Success
Project Management Business Development
Power Supply PlanningGeneration, Transmission and Distribution ManagementFuel Supply ManagementAsset Management
KM - ASSESSMENT
• Enterprise Process Mapping – Drill down to detail level
• Knowledge Capability Assessment for key processes – Proficiency, Codification, Dissemination.
• Action Plan to achieve required capability.
04/11/23
NIRMALA/ASCI 29
Source: Nonaka & Takeuchi
KNOWLEDGE MANAGEMENT FRAMEWORKS
KNOWLEDGE MANAGEMENT FRAMEWORK
04/11/23
31
Adapted from APO
APQC’S KNOWLEDGE MANAGEMENT FRAMEWORK
04/11/23
NIRMALA/ASCI 32
Create
Organize
Collect
IdentifyUse
Adapt
Share
Organizational Knowledge
Measurement Strategy andLeadership
Technology Culture
KM enablers
KMProcesses
FRAMEWORK FOR KM AT NASA
04/11/23
NIRMALA/ASCI 33
Knowledge Management: Processes, Structure, Systems
04/11/23
NIRMALA/ASCI 34
KNOWLEDGE MANAGEMENT: PROCESSES, STRUCTURE, SYSTEMS Harnessing Tacit Knowledge
Managing Explicit Knowledge Managing KM: KM Organization
and People Technology Platforms for
Knowledge Management KM Metrics and Index Reward and Recognition
04/11/23
NIRMALA/ASCI 35
HARNESSING TA
CIT
KNOWLE
DGE
- KNOW
LEDGE S
HARING M
ECHANISMS
Harnessing Tacit Knowledge:Communities Of Practice• Informal network of relationships to
enable members of a particular specialty or work group to share insights and experience
• CoP connects members through technology, not through formal organizational channels
• Experts receive recognition for sharing what they know
• CoP roles include subject matter experts, facilitators, content coordinators, event coordinators, technologists, community leaders, sponsors
04/11/23
NIRMALA/ASCI 37
HARNESSING TACIT KNOWLEDGE:
• Story-Telling• After Action Reviews• Peer assists
04/11/23
NIRMALA/ASCI 38
KM TECHNOLO
GIES
KM TECHNOLOGIES
• Knowledge Discovery Platforms; Document Management Systems; Taxonomy based tagging of Content
• Team Collaboration and Expertise networking
• Portal
04/11/23
NIRMALA/ASCI 40
KM IMPLEMENTATION ISSUES
KM Implementation
• Planning KM Actions/Projects• Building a KM Roadmap• Implementation Planning • Execution
04/11/23
42
KM IMPLEMENTATION ISSUES PUTTING CULTURE FIRSTLearningSharing, cooperationCutting through hierarchies &
bureaucraciesExperimentingConsulting experts Safety nets in idea generation / innovationRewards and recognition TrustResults orientationIT -orientation04/11
/23NIRMALA/ASCI 44
KM IMPLEMENTATION ISSUES PREPAREDNESSCultureHistory of Best Practice initiatives
already underwayExistence of strong structured IT-
enabled information systemsDiscipline of documentation
04/11/23
NIRMALA/ASCI 45
KM SYSTEMS IMPLEMENTATION ISSUES: – FAILURE FACTORS
Lack of demonstrable ROIFailure to integrate KM into everyday
work practicesInability to change from knowledge
hoarding to knowledge sharing cultureLack of K strategy for key KM processes
– such as identifying, capturing, sharing, reusing knowledge
04/11/23
NIRMALA/ASCI 46
KM VALUE
04/11/23
NIRMALA/ASCI 47
“Knowledge Management will never work until corporations realize it’s not (just) about how you capture knowledge but how you create and leverage it”
-Etienne Wenger-KM thinker, Author & Consultant
WISDOM
04/11/23
NIRMALA/ASCI 48
The store of wisdom does not consist of hard coins which keep their shape as they pass from hand to hand; it consists of ideas and doctrines whose meanings change with the minds that entertain them
-John PlamenatzYugoslav Philosopher
(Oxford)
THANK YO
U
NIRMALA
@ASCI.O
RG.IN