Knowledge management ppt @ bec doms mba genral

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Knowledge management ppt @ bec doms mba genral

  1. 1. Knowledge Management
  2. 2. What is Knowledge? The Old Pyramid  data  information  knowledge  wisdom Information that changes something or somebody— becoming grounds for action by making an individual, or institution capable of different, more effective action Drucker, The New Realities
  3. 3. What is Knowledge Management? More definitions than  More varieties than Webster Heinz 57  Wiig  British Petroleum  Drucker  Buckman Labs  Rumizen  Ford  Neilson  Others  My Take
  4. 4. A few Foundation Principles and Building Concepts Knowledge Influences Success Knowledge Resides in the Heads of People Two Types of Knowledge  Codified  Personalized Knowledge Sharing Requires a Conduit to Happen Systemically Technology is the conduit Knowledge Sharing Requires Trust KM embraces both the Knowledge Based
  5. 5. Knowledge Influences Success Peter Drucker (the one factor) Toffler (Survival in Knowledge Age is not who can read or write but who can learn and unlearn quicker) Nonaka (the cutting edge) Tom Peters (sum total of value-added) Handy, Drucker (primary factor of productivity)
  6. 6. Knowledge Originates and Resides in the Heads of People and the Two Types of Knowledge Explicit – knowledge that is codified, recorded, or actualized into some form outside of the head  Books, periodicals, journals, maps, photographs, audio-recordings  Webpages, websites, portals Tacit – Knowledge from experience and insight, not in a recorded form, but in our heads, intuition Intellectual capital -  Doesn’t mean much unless packaged in useful ways  technology and global environment is redefining “useful ways”
  7. 7. Technology Enables New Knowledge Behaviors Technology shapes how we live (radio, television, computer, biotechnology) Pushes KM, doesn’t drive it Facilitates flow of knowledge  One look, one feel  Easy access  Easy dissemination (push-pull)  Different storage (from paper to digits)
  8. 8. Knowledge sharing and transfer requires trust Trust is hard to build in cyberspace Trust usually requires initial face-to-face Sharing must be open and reciprocal Based upon a commonality Time to do so Social identity in cyberspace
  9. 9. Shift from Managing Stocks of Stuff to Managing Flows of Knowledge (Nielson) Librarians use to managing stuff  Books  Magazines  Cassettes Administrators use to managing stuff  Buildings and furniture, land  People  Money Automators use to Managing Stuff  Computers  Fiber optics  Bandwidth
  10. 10. KM Embraces the Learning Organization and the KBO Peter Senge, The Fifth Discipline Learning Styles (Visual, Auditory, Kinesthetic) Change Intervention Styles (Engineer, Teacher, Socializer, Commander) Adult Learning Theory (Experiential, Critical Reflection, Self-Directed) Share knowledge to learn quicker, relearn and “unlearn” faster What is a KBO?
  11. 11. Knowledge Requires Capture, Organization, Access and Leverage OLD WAY  NEW WAY  Capture form is written,  Capture from is digits in auditory or graphical cyberspace representations  Organization via software  Organization is via tables of programs designed upon content, indexes, classification engineering principles, systems used by publishers, mathematical equations, word libraries, etc associations in cyberspace  Access when physical body 24/7/365 goes to where the knowledge is  Access wherever the physical located…a library, a company, bodies link via computers a research laboratory, a school  Tacit knowledge tapped using  Tacit knowledge rarely tapped many different technological  Leverage is a sum game tools  Leverage is exponential, multiples upon multiples
  12. 12. Knowledge Work ActivitiesAc q u i r e An a l yz e O r g a n i ze C o d i fy Co m m u n i c a ttei l i z e U Re sult
  13. 13. Knowledge Architectures: It Takes a Lot -- the Four Pillars KM Environmental Influences Political Governmental Social Economic KNOWLEDGE MANAGEMENT The Architecture of Enterprise Engineering LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING Business Culture BPR E-mail Intuition Strategic Planning - Processes OLAP Innovation vs. - Vision and Goals - Procedures Data Warehousing Invention Climate Metrics Search Engines Learning Growth MBO Decision Support Community Segmentation TQM/L Process Modeling Virtual Teams Communications Workflow Management Tools Shared Results Communications Communications Exchange Forums Communications LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING MULTIPLE DISCIPLINES Systems Engineering Organization Development Systems Management Organization Behavior Stankosky, Calabrese, Baldanza, 1999
  14. 14. AKM Goals & Structure GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5 GOVERNANCE STRUCTURE PRACTICES CAPITAL HUMAN INFO- AKO BEST Initiatives Enterprise Elimination Distributed National Security LandWarNet Portfolio Mgmt of Applications AKO Personnel Sys Battle Command Integrate Human Resource Architecture NCES Services Knowledge System Reserve Component Planning Capital Planning & Foxhole to Factory Enterprise Key component Professionalization Investment Mgmt Processes Directory Services Of LandWarNet of Workforce Army Regulations Collaborative NETOPS CONOPS Standard Army Institutionalize AKM & Policy Revisions Processes Defense In-Depth In- Web Presense in Schoolhouses AKM Strategic Achieve eArmy Server and Processing Common Uwer Information OperationsCommunications Plan Transformation Center Consolidation Interface Assets
  15. 15. KM is different from a KMS KM is whole ball of wax (people, technology, processes, learning, business) KMS is a knowledge management system that makes it happen KMS is comprised of four components  Content management applications  Expertise locator applications  Collaboration  Portal All tightly integrated
  16. 16. KM Important Lessons Learned KM - beyond fad – a distinct management concept suggesting it’s prudent to manage the intellectual assets of an enterprise, to cultivate for advantage in the marketplace KM is complex, integrative with other disciplines Old skills and abilities don’t necessarily work in KM environment – must be redefined, polished, updated Principles and concepts are not new- what’s new is the merger with technology to do so and practical applications Librarians have many skills that apply to KM

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