2. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
collect your experiences, create
insights and share it with our
world to improve Yesser and raise
the Government Maturity
3. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to CAPTURE YOUR
BRAIN, collect your
experiences, create insights and
share it with our world to improve
Yesser and raise the Government
Maturity
4. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
COLLECT YOUR EXPERIENCES, create
insights and share it with our
world to improve Yesser and raise
the Government Maturity
5. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your
brain, collect your
experiences, CREATE INSIGHTS and
share it with our world to improve
Yesser and raise the Government
Maturity
6. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
collect your experiences, create
insights and SHARE IT WITH OUR
WORLD to improve Yesser and
improve the Government Maturity
7. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
collect your experiences, create
insights and share it with our
world to IMPROVE YESSER and
improve the Government Maturity
8. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
collect your experiences, create
insights and share it with our
world to improve Yesser and RAISE
THE GOVERNMENT MATURITY
13. KM Shows us The Actual Human Brain!
Knowledge Factors…
14. KM Shows us The Actual Human Brain!
Knowledge Factors…
Explicit vs. Implicit
15. KM Shows us The Actual Human Brain!
Knowledge Factors…
Explicit vs. Implicit
Insights and Experiences
16. KM Shows us The Actual Human Brain!
Knowledge Factors…
Explicit vs. Implicit
Insights and Experiences
Best Practices (Group)
vs. Innovation (Personal)
17. KM Shows us The Actual Human Brain!
Knowledge Factors…
Explicit vs. Implicit
Insights and Experiences
Best Practices (Group)
vs. Innovation (Personal)
Context and Culture
18. KM Shows us The Actual Human Brain!
Knowledge Factors…
Explicit vs. Implicit
Insights and Experiences
Best Practices (Group)
vs. Innovation (Personal)
Context and Culture
Exploration vs Exploitation
19. The SECI Model
Fundamental Conceptual Model
Nonaka and Takeuchi, 1995
21. Did you spot the problem?
The Problem with Knowledge Management is…
22. Did you spot the problem?
The Problem with Knowledge Management is…
that Knowledge CANNOT be
‘Managed’!
23. “You can't manage knowledge, nobody
can. What you can do is to manage the
environment in which knowledge can
be
created, discovered, captured, shared,
distilled, validated, transferred, adopte
d, adapted and applied. “
24. Although you can’t manage
the knowledge in people’s
head, you can capture, enable,
and transfer knowledge and
best practices.
The new Edge in Knowledge,
Carla O’Dell and Cindy Hubert,
APQC.
25. • KM is not about Software, Information Systems
or SharePoint!
The mindset, “IF WE BUILD IT THEY WILL COME”
has failed miserably!
26. ...the focus is pretty much around the subject of people...And, like we all
know, a successful KM strategy is one that combines into a perfect
balance a focus on the people, on the tools and on the processes –Luis
Suarez, IBM
27. “A good knowledge management
system is not about capturing your
smartest employee's knowledge in
a knowledge base or expert
system. Even though that was the
original intent of the artificial
intelligence community, the
possibility of that has now become
a joke.
While considering components to
leverage, count out technology
investments that solely focus on
codification of tacit knowledge."
28. You can’t manage knowledge. Knowledge is
between two ears, and only between two ears”
Peter Drucker.
The Father of Knowledge Management
29. APQC defines Knowledge management as a systematic effort
to enable information and knowledge to grow, flow
and create value.
The discipline is about creating and managing the
processes to get the right knowledge to the right people at
the right time and help people share and act on information in
order to improve organizational performance.
A Truly Crowd Sourced Definition from KM Practitioners
Worldwide
30. People & Process Enabling Technology
With Experience
Connect People
to People
With Know-How
KM Program
Just Enough
Connect People
to Knowledge Just in Time
Assets
Just for Them
31. The New Edge in Knowledge,
Carla O’Dell & Cindy Hubert
Tacit
Facilitated sharing/transfer between units. Transfer of Best Practices
Best Practices Transfer Teams
Peer Assists
Groups that share, learn
Held together by common interest in
Topic. Trade tools, templates, best practices Communities
KNOWLEDGE
Solve business problems. Steward Knowledge Communities of Practice
Networks
Lessons Learned
After Action Reviews
Systematic tools to gather
Self-Service Experience-based knowledge
Portals
Email/Discussion Boards And reapply to relevant situations.
Expertise Locator Systems
Search
Enterprise 2.0 Tools
Tools that allow users to self-serve
Information and to locate people.
Explicit
Lower Higher
HUMAN INTERACTION
37. The Knowledge Pyramid
• A collection of data is not information.
• A collection of information is not knowledge.
• A collection of knowledge is not wisdom.
• A collection of wisdom is not truth.
55. • After further Analysis, Knowledge Workers find a Construction Project on the location
• Creating a diversion which during office commute hours force drivers to come close to
the construction area.
• Resulting in construction accidents and thus increase in injuries….
56. • After further Analysis, Knowledge Workers find a Construction Project on the location
• Creating a diversion which during office commute hours force drivers to come close to
the construction area.
• Resulting in construction accidents, increase in injuries….
57. • After further Analysis, Knowledge Workers find a Construction Project on the location
• Creating a diversion which during office commute hours force drivers to come close to
the construction area.
• Resulting in construction accidents, increase in injuries….
= Knowledge
58. The Knowledge Workers Applied the following based on the KNOWLEDGE deduced….
• Reduce the Work force on the construction area resulting in less clutter and safety
breach of workers coming close to the road
• Increase warning signs and place diversions to bring the vehicles to a distance from the
construction scaffolding
• Reduce work during peak office commute hours to maintain traffic authority KPIs.
59. The Knowledge Workers Applied the following based on the KNOWLEDGE deduced….
• Reduce the Work force on the construction area resulting in less clutter and safety
breach of workers coming close to the road
• Increase warning signs and place diversions to bring the vehicles to a distance from the
construction scaffolding
• Reduce work during peak office commute hours to maintain traffic authority KPIs.
= WISDOM
60. The KM Cycle
Repeated Cycles will also
Improve KM Maturity within
the organization
The New Edge in Knowledge,
Carla O’Dell & Cindy Hubert
61.
62. • International Integrated Energy Company
• Third Largest Oil and Gas Company in the US
• 30,000 Employees in 30 Countries
• Known for Technological Expertise in Reservoir Management, 3D Seismic Technology
63. • International Integrated Energy Company
• Third Largest Oil and Gas Company in the US
• 30,000 Employees in 30 Countries
• Known for Technological Expertise in Reservoir Management, 3D Seismic Technology
Vision: “A workplace where employees continuously
deliver additional value through global collaboration and
expertise sharing.”
65. Approaches:
• Communities of Practice (120+)
• Global Awards and Engagement
• Knowledge Processes to Convert Discussions into
Structured Knowledge Libraries
• Semantic Analysis
66. Approaches:
• Communities of Practice (120+)
• Global Awards and Engagement
• Knowledge Processes to Convert Discussions into
Structured Knowledge Libraries
• Semantic Analysis
Goals Achieved:
• Organizational Memory
• New Employee Training
• Intellectual Capital
• Lessons Learned
• Best Practices
68. • Business Insights and IT Solutions
• One of the Largest IT Companies in the World
• 370,000 Employees in 170 Countries (150,000 in GBS)
• Known for Technology, Global Business Services, Innovation
• GBS: Application Management, Consulting and Systems Integration
• Thought Leader in Knowledge Management
GBS
69. • Business Insights and IT Solutions
• One of the Largest IT Companies in the World
• 370,000 Employees in 170 Countries (150,000 in GBS)
• Known for Technology, Global Business Services, Innovation
• GBS: Application Management, Consulting and Systems Integration
• Thought Leader in Knowledge Management
Vision: “Promoting a Knowledge Sharing Culture through
Effective Processes, Technical Infrastructure, Business
Research Services, Content Management and
Communities of Practice.” GBS
70. “In the past, we had KnowledgeView, which was content-rich and
had robust search and navigation capabilities.
We’ve changed our whole approach, though, to a new Web 2.0
based portal and behavior model that leverages user activity while
requiring less formal infrastructure support.
The whole working structure of our organization is now different.
We feel we have greater capabilities, better user enablement, and
lower overhead. The core of this new model is the Web 2.0
technologies”
– Bryant Clevenger, Global Knowledge Strategy Leader
GBS
71. Highlights:
• Topic Based Forums, 17,000+ Authors, $6 Million in Savings
• Expertise Locator – 111,000+ Profiles, $5.5 Million in Savings
GBS
72. Highlights:
• Topic Based Forums, 17,000+ Authors, $6 Million in Savings
• Expertise Locator – 111,000+ Profiles, $5.5 Million in Savings
Goals Achieved:
• Expertise Locator
• Communities
• Facilitated Transfer of
Best Practices GBS
73.
74. • Not for Profit Technology Company Serving the US Department of Defense
• Non-Governmental Entity with top secret Government Defense Projects
• Known for Technology, Aviation, Defense, and Enterprise Modernization
• Carried more than 1,800 projects with the US Department of Defense.
75. • Not for Profit Technology Company Serving the US Department of Defense
• Non-Governmental Entity with top secret Government Defense Projects
• Known for Technology, Aviation, Defense, and Enterprise Modernization
• Carried more than 1,800 projects with the US Department of Defense.
• MII – MITRE Information Infrastructure
• MITREPedia
• MITRE Personal Pages
• TWITRE
• MOOGLE – MITRE Enterprise Search
• ONOMI – Social Bookmarking
• OneCommunity
76. “Everyone at MITRE is considered a Knowledge Worker. We
don’t sell software, and we don’t compete in the software
world. We are in the business of knowledge, and we use our
knowledge to help the government improve its operations
and capabilities.”
- Jean Tatalias, Director of Knowledge Services
77.
78. • Management Consulting Firm
• Top Government Advisor in many countries
• Over 17,000 Employees in more than 45 countries
• Knowledge Based Business
79. • Management Consulting Firm
• Top Government Advisor in many countries
• Over 17,000 Employees in more than 45 countries
• Knowledge Based Business
The McKinsey Knowledge Center (McKC) is the largest and the most
diverse knowledge hub at McKinsey. We offer an unparalleled opportunity to
develop distinctive knowledge and gain global exposure.
80. • Management Consulting Firm
• Top Government Advisor in many countries
• Over 17,000 Employees in more than 45 countries
• Knowledge Based Business
McKC
Centers of Functional Industry Generalist
Analytics
Competence Practices Practices Research
The McKinsey Knowledge Center (McKC) is the largest and the most
diverse knowledge hub at McKinsey. We offer an unparalleled opportunity to
develop distinctive knowledge and gain global exposure.
83. Stay Tuned For
• KM State of the Art in eGovernment
• KM Initiative at Yesser (For Yesser and Beyond)
Thank You!
84. Credits
• The Knowledge Worker: http://www.makuchondigital.com/?p=147
• http://blog.timesunion.com/holistichealth/files/2011/07/Peter-Drucker-
Teaching-in-Classroom.jpg - Peter Drucker
• http://www.rmcdocs.com/images/DiscussionForum.jpg
• http://timothy-kline.com/thoughts/2009/05/30/man-vs-machine-
rebellion-in-the-garden-of-eden/
• http://www.robertharris.co.nz/education/all-about-coffee/the-beginnings
• The New Edge in Knowledge, Carla O’Dell & Cindy Hubert
• Knowledge Management Toolkit, Amrit Tiwana
• Working Knowledge, Thomas Davenport & Prusak
• Learning to Fly, Chris Collison et al.
Editor's Notes
This is an introductory presentation prepared to give a first look at Knowledge Management. The intended audience need not have any background on the subject. The presentation is made for delivery mode only, and not as a self-service slide deck. This presentation will be followed up by greater depth into the subject as time progresses. This presentation can be used both in Yesser and within its Government Ecosystem.
This slide should start with the org structure, then talk about how the org structure varies from the actual flow of knowledge and people within the setup. Decisions are not easy to take.
This slide should start with the org structure, then talk about how the org structure varies from the actual flow of knowledge and people within the setup. Decisions are not easy to take.
Right brain is above creativity, innovation, imagination, thoughts, playfulness, experiences, feelings, mostly Tacit Knowledge. Knowledge generated & processed in the right brain is very difficult to communicate and is subjective (based on that individual only). The Left brain is about systems, processes, order, codification. The Knowledge created and processed is usually External (or Explicit) knowledge. This knowledge can be easily communicated but care has to be taken to learn the right set of principles.
Some Concepts catered by Knowledge Management.
Fundamental Concepts
Explicit (Codified) Knowledge: Knowledge which can be communicated, usually structured and processed analytically. Implicit (Personalized) Knowledge: Knowledge which cannot be communicated, usually ad-hoc and developed by experiences
Therefore, the foundation of Explicit and Implicit knowledge can be mapped onto Insights (Analytical, Communicable) and Experiences (Subjective, Personalized)
The Fundamental debate within the Knowledeg Management Commnuity: Whether there is a Best Practice for everything we do or not? How can we gain competitive advantage by following Best Practices? (which arguably everyone else is also trying to follow). If we Innovate and Succeed, does that become a best practice? How many cases of success through innovation does it take to become a best practice?
After two decades of evolution in modern day Knowledge Management, the current agreement is that Context is King. Knowledge cannot be identified, created, retained, and more importantly communicated and consumed without context. People only get to Know when they NEED to Know. In other words, Knowledge for the right people, at the right time using the right media. Second agreement on the evolution of Knowledge Management is on the agreement that Culture is the most important critical success factor. The goal of Knowledge Management is not to challenge the Culture but to bow the seeds for the right set of processes which ultimately improves the Culture (bring it to the desired state as per the Change Management Manifest).
Exploration is seeking new knowledge while exploitation is making effective use of existing knowledge. The fundamental balance in KM Programs is between Exploration vs Exploitation Strategies. Exploration deals with Knowledge Creation, Knowledge Discovery, Knowledge MappingWhileExploitation deals with Knowledge Collaboration, Sharing and Internalization (or bringing it to mainstream business processes)
Start from anywhere, but go in the directions specified by the arrows.
The problem with the term ‘Knowledge Management’ itself.
“Knowledge Management’ as a term is a misnomer, quite close to being a paradox
CrhisCollison is frequently visiting the Arab World as a speaker on Knowledge Management.
The APQC among all communities on KM can arguably be considered the single best reference of collective body of knowledge on the subject itself. This book embodies the overall findings of the community of Knowledge Managers around the world and presents a very useful and straightforward roadmap to develop a KM Strategy.
We thought Information Systems, Software and Tools would help us achieve our goals in Knowledge Management. In the process we spent millions of dollars in vainNow the lesson is learned, and best practices are emerging…KM is a combination of people, process and only then technology.
IBM Connections (The Orange and Yellow) Logo is one of the premiere offerings in the domain of Social Business Software. Gartner ranks IBM as the clear number one leader in Knowledge Management through Social Media. Luis Suarez is the principal product manager behind IBM Connections.
One of the earliest breakthrough books in Knowledge Management was ‘Working Knowledge by Davenport and Prusak’. This book claims to be the continuation of it and gives some pointers on how to develop a roadmap for the KM Strategy.
Peter Drucker, coined the termed Knowledge Management in the late 60’s/early 70’s era.
There are many definitons on Knowledge Management and due to the rapid evolution of the field itself and varying schools of thoughts, the definitions and purpose can get confusing and misdirecting at times also. APQC’s definition comes close to being a neutral definition and one which is clear to understand with defined goals.
The aim of this slide is to differentiate between the clear goals of KM which are placed in People and Processes through one of the approaches to solution, that is Technology. Technology is a means to an end and not the end itself.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Based on the earlier definition of KM, the major activities are Grow, Flow and Create Value. From the cycle perspective, the order is Grow (Create) Flow (Identify, Collect, Review, Share, Access) Create Value (USE). From a Roadmap Perspective, the order slightly changes….. Flow (What is already created) Create Value (Determine usage and gap analyses) Grow (What is needed based on understand the value proposition from last stage)