General Knowledge Management Overview

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High level vision document on knowledge management as an organizational enabler.

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  • Copyright © PinkRoccade IT Management
  • General Knowledge Management Overview

    1. 1. K n o w l e d g e M a n a g e m e n t ” In the end, learning faster than our competitors is the only sustainable competive advantage ” Arie de Geus – Shell Copyright © PinkRoccade IT Management Feb 7th 2002 Kees de Vos
    2. 2. Knowledge Environment <ul><li>The components of the Knowledge Environment should be balanced and mutually re-enforcing </li></ul>Copyright © PinkRoccade IT Management Slide People & Culture Systems Competencies Organization & Processes Knowledge Environment
    3. 3. Porter’s generic competitive strategies Copyright © PinkRoccade IT Management Slide Efficiency risking competing failing leading Innovation / Differentiation
    4. 4. Porter’s Generic Competitive Strategies <ul><li>Differentiation </li></ul><ul><li>People Focus </li></ul><ul><li>Turbulent environment </li></ul><ul><li>Differences in context </li></ul><ul><li>Emphasis on knowledge and experience </li></ul><ul><li>Capability to Act under construction </li></ul><ul><li>System Focus is on personalization </li></ul><ul><li>Cost Leadership </li></ul><ul><li>Process Focus </li></ul><ul><li>Stable environment </li></ul><ul><li>Common language </li></ul><ul><li>Emphasis on information </li></ul><ul><li>Capability to Act present </li></ul><ul><li>System Focus is on codification </li></ul>Copyright © PinkRoccade IT Management Slide i n n o v a t i o n f o c u s e f f i c i e n c y f o c u s People & Culture Systems Competencies Organization & Processes Knowledge Environment
    5. 5. Learn, Improve, Innovate, Invent <ul><li>Double Loop </li></ul><ul><li>Innovations </li></ul><ul><li>The context (paradigms and values) is being addressed </li></ul><ul><li>Goal is to reach our objectives in a different, better way than before. </li></ul><ul><li>Learn to learn </li></ul><ul><li>Single Loop </li></ul><ul><li>Improvements </li></ul><ul><li>The context (paradigms and values) are not being challenged </li></ul><ul><li>Goal is to do what we do more efficiently </li></ul><ul><li>LEAN </li></ul>Copyright © PinkRoccade IT Management Slide <ul><li> </li></ul>i n n o v a t i o n f o c u s e f f i c i e n c y f o c u s People & Culture Systems Competencies Organization & Processes Knowledge Environment
    6. 6. EFQM Excellence Model Copyright © PinkRoccade IT Management Slide Knowledge Environment Leadership People Policy and Strategy Partnerships and Resources Processes People Results Customer Results Society Results Key Performance Results e n a b l e r s r e s u l t s i n n o v a t i o n a n d l e a r n i n g
    7. 7. <ul><li>The challenge for IT is to succesfully bridge these gaps. Most organizations are capable to bridge the Design Gap , to distil information from raw data. Most organizations also manage to overcome the Execution Gap , to acquire the proper results from focused actions. </li></ul><ul><li>The main issue seems to be in the middle. How do we master our information, so we can transform this in relevant knowledge, preferrably faster than through years of experience. </li></ul>IT’s role in knowledge management Copyright © PinkRoccade IT Management Slide Data Information Knowledge Action Results Design Gap Expertise Gap Leverage Gap Execution Gap
    8. 8. A closer look at these gaps <ul><li>Design Gap </li></ul><ul><ul><li>Most often an ICT problem. Data is gathered but the data gathered can’t be consolidated into useful information. </li></ul></ul><ul><ul><li>Datawarehousing for datawarehousings sake. </li></ul></ul><ul><li>Expertise Gap </li></ul><ul><ul><li>An organizational problem. Useful information can be derived from the data, but the organization lacks the expertise to interpret the information the right way. </li></ul></ul><ul><li>Leverage Gap </li></ul><ul><ul><li>An organizational problem. Useful knowledge is derived from the information, but employees lack capability to act upon this knowledge. Might be due to lack of empowerment, lack of commitment, lack of sharing, lack of experience. </li></ul></ul><ul><li>Execution Gap </li></ul><ul><ul><li>A business problem. Knowledge is put to use but lack (intended) results. Might stem from misinterpretation or fierce competition, but most often this gap originates in wrong ways of working. E.g. bad project management, long time-to-market, inefficiency, bad strategy. </li></ul></ul>Copyright © PinkRoccade IT Management Slide
    9. 9. Knowledge Management <ul><li>“ Knowledge Management caters to the critical issues of organizational adaption, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings&quot; (Malhotra 1997). </li></ul><ul><li>Knowledge Management is concerned with the whole cycle from data to results. Information Management starts with data buts ends half-way the expertise gap . </li></ul>Copyright © PinkRoccade IT Management Slide Data Information Knowledge Action Results Design Gap Expertise Gap Leverage Gap Execution Gap Knowledge Management Information Management Operational Management Competencies Management
    10. 10. Competencies <ul><li>Definition: </li></ul><ul><li>The integrated whole of knowledge, capabilities, attitudes and personal properties of an individual , which will lead to successful performance in a certain context . </li></ul><ul><li>Attitude and personal properties are hard to change or even unchangeable </li></ul><ul><li>Competency development preferably takes place within the concerned context </li></ul><ul><li>Importance of a reflective working environment </li></ul><ul><li>Source: Aleid Vervoorn – University of Groningen </li></ul>Copyright © PinkRoccade IT Management Slide
    11. 11. Manage knowledge from the results Copyright © PinkRoccade IT Management Slide Data Information Knowledge Action Results Knowledge Management Information Management Operational Management Competencies M anagement Enterprise Management Strategic Knowledge Management

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