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Knowledge-Centric Drivers
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Knowledge-Centric Drivers






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  • Just-in-time knowledge distribution systems deliver the:right information to the right person just in time, so the employee can take action based on that information.Right Information - Relevant and reliable information presented in the best format and the right amount of detail. Right People - Deliver this information to the appropriate individuals, or groups, or devices. Right Time - On a timely basis, and as and when the users need this information.But just-in-time knowledge distribution systems also deliver information in a usable format, it’s useless knowledge if you cant use right away. So the Information must be Processed and Actionable.Failure is equal to Success in terms of its knowledge business value . an organization must share and distribute knowledge from learned lessons, to prevent mistakes in the future.Experts  should share their experiences with the rest as well as to design a  quality criteria to achieve a best practice.Smart knowledge distribution helps to develop a best practice approach or enhance it.
  • knowledge hoarding is when someone knows something but is either unwilling to share what they know—or at least disclose the source of their knowledge.  In other words, knowledge hoarding is the absence of the word how.Job security:Individual employees who keeps their important knowledge of company procedure and needs to them self instead of sharing.Individual employees closely guard knowledge and insights due to fear of Job security.
  • When you should empty your cup.Old processes and methods are unreliable and outdated due to new technologies Old practices, methods and processes continue to be inappropriately applied because of the change of organization culture and values or goals.

Knowledge-Centric Drivers Knowledge-Centric Drivers Presentation Transcript

  • + Knowledge Centric Drivers
  • + Knowledge-Centric Drivers Knowledge-centric drivers for knowledge management emerge from the recognition of the business value of knowledge. 1. Knowledge recognition failure 2. Need for Smart knowledge distribution 3. Tacit knowledge walkouts 4. Knowledge hoarding 5. Learn to Unlearn
  • + Knowledge Recognition Failure  The failure of companies to know what they already know. For example: Mouse has been introduced and patented by Xerox, but Apple was the first who commercialized it.  Knowledge management can help companies know what they do know.
  • + Tacit Knowledge Walkouts
  • + Tacit Knowledge Walkouts  Tacit knowledge represents an immense asset of value within an enterprise.  There are times that the loss of only a few key people "walking out the door" with their essential knowledge and skills can put at risk the net worth of an entire organization. In the early stage development of an enterprise, key individuals tacit knowledge embody the vision and mission, as well as the core competencies. Their loss can put at risk the viability or survivability of the corporation.  One of the thrusts of KM is to protect and enhance these valuable assets by creating infrastructure and a culture of knowledge sharing.
  • + Need for Smart Knowledge Distribution  Just-in-time knowledge distribution systems right info + right person + at the right time  Failure or Success must share  Expertise must be shared  Helps to Achieve a best practice
  • + Knowledge Hoarding  What is knowledge hoarding  Power & reputation  Job security.  Organization Culture  Motivators & Rewards
  • + Learn To Unlearn  Video  When you should empty your cup.  Old processes and techniques are unreliable and outdated.  Old practices, methods and processes continue to be inappropriately applied.
  • + References: • http://en.wikipedia.org/wiki/Apple_Mouse • http://www.cognitivedesignsolutions.com/KM/Proposition.htm • http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm • http://www.nickmilton.com/2011/12/knowledge-hoarding- protects-reputation.html#ixzz1zXOgPYbl • http://www.management- issues.com/2006/8/24/research/knowledge-sharing- knowledge-hoarding.asp