KM Models and Samples


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Starting a KM strategy? Here's some thoughts and guides to get you on your way. Prepare for some work if you want to get it right. Prepare for some fun and satisfaction if you get it right.

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  • KM suffers from far too much democracy. Rather than “on size fits all” there is a limitless range of meanings that one can adopt, and develop. In part, this stems from the influence of the IT industry, the professional Information Managers, and input from such disciplines as Human Resources Management, Organizational Development and Strategic Planning. While this melange has helped with dialogue, it has not helped drive a synthesis.
  • Where knowledge is and whether it is important or not is not always evident. Just as this scrum is far more defined and complex than one would think, so too are organizations – which need to be carefully studied before “solutions” are imposed on them.
  • Organizations do things like rolling out “network computing” when there is no collaboration culture. They are then surprised when nobody uses it.
  • If you have intentions of “doing” KM in your organization, then you need to open the doors and let some fresh air in. Really challenge yourself to answer the question: “Why do I want to do this?” Then, if you have a good answer (i.e. you have some problems, challenges or objectives defined) then to need to examine the organization – fully define that need – and when you are there, look at solutions.
  • KM Models and Samples

    1. 1. A few Models and Samples….for discussionDavid G. Jones M.A.Shibumi Management
    2. 2. Knowledge Connect
    3. 3. Knowledge Disconnect
    4. 4. What would a true “Knowledge Organization” looklike?To find one, we need to look for an organizationthat may well make and sell things, but its majorprofit centre is other than that. Its profit needs tobe in intangibles – it needs to consider its keyassets to be intellectual, and its best workersowners, managers and brokers of intellectualcapital.A real estate company fills the bill. It is a goodmodel for a knowledge enterprise.
    5. 5.  Business model and culture Processes Information and Knowledge Methods DataSummarizes – for the most part – as intellectual and human capital
    6. 6. • Masses of structured data (transactions, state ofeconomy, street resident index, telephonedirectories)• Large information holdings: (mortgage rules;lenders and interest rates; maps; marketingmethods and costs; existing and potentialcustomers; communications practices; intellectualcapital)•Great knowledge in: (qualifying, finding /matching properties and clients, selling, closing)
    7. 7. • Well defined processes in: • recruitment and retention • marketing • continuous improvement • managing business intelligence• A culture of information sharing, tips and adviceand collaboration• A business model focused clearly onorganizational and individual success andsustainability
    8. 8. Achieving enterprise-wide definition, establishment,operation and continuous improvement of theorganization and its capability; its information andknowledge; and its collaborative informationtechnologies – all directed towards ensuring theorganization remains firmly focused on operationaleffectiveness.……….I would call this “Knowledge Management”
    9. 9. Complacency is simply non-operative in aknowledge organization. Internal knowledgerelations are important for activity -> outcomerelationships; but elegant harmonization betweenthe organization and its environment is missioncritical. It is of no use to be brilliantly positionedand fully alert if you are not entirely aware.To ensure high capability the organizations needsto enshrine R&D into basic operations. It needs aculture of exploration and risk taking. It needsinnovation, and innovators.Here‟s a few launch ideas for imagination,exploration and expansion.
    10. 10. Information KnowledgeLibraries and learning centres Communities of PracticeVertical files Interactive presentationsClassifications (Metadata, De-briefs (events, experiences,taxonomies, ontologies) situations, locations, etc. etc.)Meeting places Best practicesExperience sharing (interesting and Knowledge transferpotentially useful articles, books) “Explorations” (as in “what if?”)(asInformation management including in “what do we know, what don’t wesharing (e.g. roles and know, what do we need to know?”)responsibilities) Clients, partners and relationshipClients and partners (who) profiles) (Corporate intelligence)Enterprise FAQs and templates Scenarios, models, frameworks
    11. 11. Information KnowledgeDocument and records management On-line centres of expertise (loadedRepositories i.e. static) and interactive (i.e. “virtualMail management mentoring”) “knowledge tools”Enterprise directories Workgroup computingArchitecture and standards Interactive WebPortals Employee skills and interestsMedia inter-operability database (with relationship toSearch engines and automatic succession planning)analysis tools Forums and social networksDatabases and business applications Conference debriefsAfter-action reports Exit interviews
    12. 12.  Knowledge Transfer  Leveraging and Retention  Deployment de-brief Infrastructure  Knowledge download  Shared Drives and repositories  Words of Wisdom (retirements,  Employee Profiles departures)  Knowledge Centre Just In Time KM  Interactive Forums  Building a database  Linking for Success  Rules for Good Governance  Info Management (know when to hold „em and when to fold „em)
    13. 13.  Experienceonce –  Exposed share widely Relationships  Conference sharing and  Internally - between feedback similar functions  Best or good practices  Externally - with  Great books and stakeholder magazine articles community
    14. 14. It may.But it is surprising how few organizations do a good job ofmaintaining an employee phone directory. Few allow easyaccess to employee job titles and key functions. Many donot allow collaboration (or even communication) that goesagainst the official org chart.And as there are many “sacred cows” that must not betampered with, many organizations spend fortunes on “KMinitiatives” that are – quite simply – doomed to failure.Failure is assured when you overlay state of the art toolsand techniques on obsolete structures and processes.
    15. 15. David G. Jones also: