Knowledge management

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Why it is important to ensure the tacit knowledge of the employees are retained within the organization for continuous improvement?

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Knowledge management

  1. 1. Knowledge Insights By Asitha Goonewardena
  2. 2. Hot Topics Knowledge Management Intellectual Capital Information Resources Management [IRM] Profiting from Knowledge
  3. 3. Knowledge Management
  4. 4. What is …. ?Knowledge Management is the explicit and systematic managementof vital knowledge - and its associated processes of creation,organization, diffusion, use and exploitation. - David SkyrmeExplicit – Surfacing assumptionsSystematic – Well organizedVital Knowledge – Need to focus [“Resources are scare”]Processes – Set of defined activities and tools
  5. 5. Knowledge…. What is it ? Tacit Explicit What you know… Other sources of info.
  6. 6. The Essentials….Customer Knowledge - About our customerKnowledge in Process – Applying best know-how in jobKnowledge in Products & Services – Smarter Solutions to match demandKnowledge in People - Nurturing & Harnessing Brain powerOrganizational Memory – Drawing on lessons from past experiencesKnowledge in Relationships – Deep personal knowledge & collaborationsKnowledge in Assets – Measuring & managing intellectual capital
  7. 7. Managing Knowledge in Practice…Creating & DiscoveringSharing & LearningOrganizing & Managing
  8. 8. Creating & Discovering Creativity Techniques Data Mining Text Mining Environmental Scanning Knowledge Elicitation Business Simulation
  9. 9. Sharing & Learning Learning Networks Sharing Best Practice After Action Reviews Structured Dialogue Cross Functional Teams Communities of Practice
  10. 10. Organizing & ManagingKnowledge CentresExpertise ProfilingKnowledge MappingInformation Audits/InventoryIRM (Information ResourcesManagement)Measuring Intellectual Capital
  11. 11. Tools & Techniques…InfrastructureThinkingGathering & discoveringOrganizing & StoringKnowledge Worker SupportApplication Specific
  12. 12. Critical Success Factors…Knowledge LeadershipClear Business BenefitsSystematic ProcessesA Knowledge Sharing CultureContinuous LearningAn effective information and communications infrastructure
  13. 13. Connecting to Knowledge…Knowledge BriefingsRegular UpdatesTools and ResourcesKnowledge Management ResourcesNavigation Aids
  14. 14. Facts need to know…About Your Organizational ContextAbout CommunicationsAbout Information and KnowledgeAbout Intellectual CapitalAbout Information and Communications TechnologiesAbout Innovation and CreativityAbout Human Resource ManagementAbout Intangibles
  15. 15. Myths About …Its NewIts a FadIts Just About Continuous ImprovementIt Must Be Led From the TopTheres no obvious pay-backKnowledge Centres are Libraries RelabeledThe Best Ideas Are Generated in the Office
  16. 16. Making it work… How ? Better sharing of Creating new knowledge known knowledge
  17. 17. Knowledge into Practice Knowledge database Knowledge mapping Groupware / intranets Knowledge centres Knowledge webs
  18. 18. Implementing KnowledgeManagement
  19. 19. Knowledge Map
  20. 20. KM in Business……… Success with KM strategy……
  21. 21. Success Stories – Nokia… Driving Factors Ability to innovate Maximizing intellectual assets Promoting customer value and loyalty“Creating a knowledge culture focused on learning, which encouragescreativity, innovation and renewal.”
  22. 22. Success Stories – Scandia… Driving Factors Contribution of managing knowledge to generating shareholder valueChampion of value creation and is one of the leading proponents ofmanaging intellectual capital“Believes that it is the responsibility of each employee to be activelyinvolved in value creation.”
  23. 23. Success Stories – Commerce Bank.. KM solution was based on…. More than 250 workflows Knowledge Base and other KM tools based on LotusKM StrategyEvaluate e-mailsEvaluate integrate calendaring & intranet functionality ofNotes & Domino.Evaluate bank processes and KM processes
  24. 24. Success Stories – Commerce Bank..Business BenefitsShortened transaction approval processes by 50%Immediate response on customer query.Improves intra-company communicationHR workflow search on jobs, compensation, sharing HRinformation.Finance w/f helps to enterprise-wide teller recap/recon..& roll up.
  25. 25. Intellectual Capital
  26. 26. Thoughts…“You cant see it; you cant touch it; yet it makes you rich” -Tom Stewart“Not everything you count counts, and not everything thatcounts is counted“ - Einstein
  27. 27. What is it… ?Intellectual capital includes assets such as brands, customerrelationships, patents, trade marks and, of course, knowledge
  28. 28. What is the worth of it… ?Can we measure this…. ? [ Intangible Asset ]If “Yes” then how to value …. ?
  29. 29. The Pressure to MeasureTruly reflect the net asset value of the CompanyThe Growing demand for the intangible assets in the market.“What‟s get Measured gets managed better”It supports a corporate goal of enhancing shareholder valueAttractive information for the potential and existing investors
  30. 30. Meaningful MeasurementsHuman CapitalStructural CapitalCustomer Capital
  31. 31. New Types of Measurements "If youre not keeping score, youre only practicing"Balance Score Card by Kaplan & Norton [Measures ofCustomers , Innovation & Internal Processes, Learning & Growth]Economic Value Added by Stern Stewart [ROCE & Market ValueAdded]The Scandia Navigator – Balance Score Card + Value CreationModel.Intangible Assets Monitor by Karl Erik Sveiby [External &Internal Structure and People Competencies]Intellectual Capital Index –
  32. 32. Invisible Balance Sheet Tangible Assets Visible Finance Cash Short-term debt Accts Receivable Visible Long term -loansEquip. / Office Space Shareholders‟ visible equity External Structure Shareholders‟ Internal Structure invisible equity Invisible Competencies Obligation Intangible Assets Invisible Finance
  33. 33. Guidelines for SuccessAwareness and understandingCommon Language.Indicators.Measurement ModelMeasurement SystemsProcess"You need good mental models, before you can develop good management models"
  34. 34. Information Resources Management [IRM]“Drawing in data, yet starved of information” Ruth Stanat [„The Intelligent Organization‟]
  35. 35. Are we overloaded with data….?Thousands of web sitesCDs‟ / Online LibrariesNewsletters / Subscriptions / e-mailsReceiving data from Mobile mediaMeetings / DiscussionsBusiness Broachers / LeafletsAudio / Visual media
  36. 36. So what’s happening…?“We don‟t have vital information for Management DecisionMaking”“Organizations‟ fail to recognize information as a strategicresource” We So much Data Scattered Have Un-presented
  37. 37. Then what we want Information The Place Format Right Time
  38. 38. Key activities in IRMIdentification - What Information is thereOwnership - Who is responsible for different informationentities and co-ordination?Cost & Value - A basic system for making judgments onpurchase and useDevelopment - Increasing it‟s value or stimulating demandExploitation - Proactive maximization for value for money
  39. 39. Benefits of implementing IRMStrategyIdentifies gaps and duplication of informationClarifies roles and responsibilities of owners and users ofinformationProvide costs saving in the procurement and handling ofinformationIdentifies cost/benefits of different information resourcesActively supports management decision processes withquality information
  40. 40. Key issues addressed by IRMStrategicOrganizationalStructuralSystemHuman
  41. 41. How to manage information as astrategic resourceUnderstand the role of InformationAssign Responsibility for Leading your IRM Initiative.Develop Clear Policies on Information ResourcesConduct an Information Audit (Knowledge Inventory).Develop Appropriate Technological SystemsIntroduce mining and refining processes.Optimize your information purchases.Mix hard/soft, internal/external.Systematic scanning.Encourage a Sharing Culture
  42. 42. Profiting from Knowledge
  43. 43. …Commerce Commerce E-Commerce M-Commerce K-Commerce
  44. 44. K-Commerce “Trading Knowledge via electronic networks”In Practice…Knowledge Intensive Products & ServicesInternet as a Strategic Business opportunitiesE-Commerce – Splitting explicit knowledgeMarketing – Improving the quality of relationship marketing.
  45. 45. Benefits & OpportunitiesDifferentiationNew revenue streamsIncreased ROI on scare skillsIdentification of new opportunitiesGenerate market reach
  46. 46. How to Success…Act Fast – ProactiveUse existing knowledge initiativesAdd human touchInteractive web sites
  47. 47. How to convert knowledge intoProducts/ServicesBest practices to Best Practice databasesExpertise directories to Consultancy TeamsIntellectual assets to IPRIntranets to ExtranetsDomain know-how to Expert systems / consultancyInternal Communities to Membership Communities.Customer Knowledge to Customer DatabasesKnowledge centers to Advisory services

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