Apo km framework

2,205 views
2,043 views

Published on

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,205
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
118
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Apo km framework

  1. 1. APO KM Framework APO Workshop on Implementing KM
  2. 2. Module Objectives <ul><li>Understanding the APO KM definition </li></ul><ul><li>Understanding of the APO KM Framework </li></ul><ul><li>Understanding of essential elements for the successful implementation of KM </li></ul>
  3. 3. <ul><li>Background and Purpose of Framework </li></ul><ul><li>APO KM Definition </li></ul><ul><li>APO KM Framework </li></ul><ul><ul><li>Major elements of the framework </li></ul></ul><ul><ul><ul><li>Vision and Mission </li></ul></ul></ul><ul><ul><ul><li>Accelerators </li></ul></ul></ul><ul><ul><ul><li>Knowledge Process </li></ul></ul></ul><ul><ul><ul><li>Outcomes </li></ul></ul></ul>Module Outline
  4. 4. <ul><li>Background and Purpose of Framework </li></ul><ul><li>APO KM Definition </li></ul><ul><li>APO KM Framework </li></ul><ul><ul><li>Major elements of the framework </li></ul></ul><ul><ul><ul><li>Vision and Mission </li></ul></ul></ul><ul><ul><ul><li>Accelerators </li></ul></ul></ul><ul><ul><ul><li>Knowledge Process </li></ul></ul></ul><ul><ul><ul><li>Outcomes </li></ul></ul></ul><ul><li>Learning Organization and KM Framework </li></ul>Module Outline
  5. 5. Background of Framework Praba Nair <ul><li>Commenced in September 2008 </li></ul><ul><li>Representation from China, India, Japan, Malaysia, Philippines, Singapore, Thailand and Vietnam </li></ul><ul><li>Develop a framework that is applicable for APO member countries </li></ul><ul><li>Considerations </li></ul><ul><ul><li>Easily understood by APO member countries </li></ul></ul><ul><ul><li>Can be applied in any country and industry </li></ul></ul>
  6. 6. Purpose of Framework <ul><li>Emphasize the importance of KM to organizational success </li></ul><ul><li>Provide an easy to understand introduction to KM </li></ul><ul><li>Highlight the critical factors for the successful implementation of KM </li></ul><ul><li>Assist SMEs of APO member countries in leveraging KM for their benefit </li></ul>
  7. 7. <ul><li>Background and Purpose of Framework </li></ul><ul><li>APO KM Definition </li></ul><ul><li>APO KM Framework </li></ul><ul><ul><li>Major elements of the framework </li></ul></ul><ul><ul><ul><li>Vision and Mission </li></ul></ul></ul><ul><ul><ul><li>Accelerators </li></ul></ul></ul><ul><ul><ul><li>Knowledge Process </li></ul></ul></ul><ul><ul><ul><li>Outcomes </li></ul></ul></ul><ul><li>Learning Organization and KM Framework </li></ul>Module Outline
  8. 8. APO KM Definition Praba Nair KM is an integrated approach of creating, sharing and applying knowledge to enhance organizational productivity, profitability and growth .
  9. 9. Simplified Definition: Tagline <ul><li>Using knowledge to increase Productivity, Profitability and Growth </li></ul>
  10. 10. <ul><li>Background and Purpose of Framework </li></ul><ul><li>APO KM Definition </li></ul><ul><li>APO KM Framework </li></ul><ul><ul><li>Major elements of the framework </li></ul></ul><ul><ul><ul><li>Vision and Mission </li></ul></ul></ul><ul><ul><ul><li>Accelerators </li></ul></ul></ul><ul><ul><ul><li>Knowledge Process </li></ul></ul></ul><ul><ul><ul><li>Outcomes </li></ul></ul></ul><ul><li>Learning Organization and KM Framework </li></ul>Module Outline
  11. 11. O UTCOMES KNOWLEDGE P ROCESS A CCELERATORS People Processes Leadership Technology Quality Profitability Productivity Growth Team Capability Organizational Capability Individual Capability Learning Innovation Learning Innovation Societal Capacity Vision Mission APO KM Framework Create Share Apply Identify Store
  12. 12. APO KM Framework <ul><li>Starting point of the framework is the vision and mission of the organization </li></ul><ul><li>There are three levels in the framework: </li></ul><ul><ul><li>Accelerators </li></ul></ul><ul><ul><li>Knowledge Process </li></ul></ul><ul><ul><li>Outcomes </li></ul></ul>
  13. 13. Accelerators <ul><li>Accelerators help to propel and speed up the KM initiative in the organization. </li></ul><ul><li>Four accelerators identified: </li></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><li>Technology </li></ul></ul>A CCELERATORS People Processes Leadership Technology Vision Mission
  14. 14. Leadership <ul><li>Drives the KM initiative in the organization </li></ul><ul><li>Ensures alignment of KM strategies and projects with mission and vision of the organization </li></ul><ul><li>Provide support and resources for the implementation of KM projects </li></ul>
  15. 15. Technology <ul><li>Accelerates the knowledge process through effective tools and techniques, </li></ul><ul><li>Tools like groupware and collaborative workspaces enable participation, across time and distance </li></ul><ul><li>Provides a platform for retention of organizational knowledge </li></ul>
  16. 16. People <ul><li>People are users as well as generators of knowledge </li></ul><ul><li>They create and possess intellectual capital </li></ul><ul><li>Trust is a prerequisite for knowledge sharing </li></ul>
  17. 17. Processes <ul><li>Social and technological steps that enhance the contribution of knowledge in the organization. </li></ul><ul><li>Systematic and effective processes can contribute to improving organizational productivity, profitability, quality and growth </li></ul>
  18. 18. Knowledge Process <ul><li>Refer to the knowledge development and conversion processes </li></ul><ul><li>Five stages in the knowledge process: </li></ul><ul><ul><li>Identify </li></ul></ul><ul><ul><li>Create </li></ul></ul><ul><ul><li>Store </li></ul></ul><ul><ul><li>Share </li></ul></ul><ul><ul><li>Apply </li></ul></ul>
  19. 19. Identify <ul><li>Initial crucial stage of the knowledge process </li></ul><ul><li>Critical knowledge needed to build the core competencies of the organization is identified </li></ul><ul><li>The knowledge gaps in the organization are identified in this step </li></ul>
  20. 20. Create <ul><li>Address knowledge gaps through knowledge conversion and generation of new knowledge </li></ul><ul><li>Many ways to create new knowledge: </li></ul><ul><ul><li>Individual level </li></ul></ul><ul><ul><li>Team level </li></ul></ul><ul><ul><li>Organizational level </li></ul></ul>
  21. 21. Store <ul><li>Collection and preservation of organizational knowledge </li></ul><ul><li>Various forms of storage </li></ul><ul><li>Organized for easy retrieval </li></ul>
  22. 22. Share <ul><li>Regular and sustained exchange of knowledge </li></ul><ul><li>Foster continuous learning to achieve business goals </li></ul><ul><li>Mutual trust and benefit help foster a culture of sharing </li></ul><ul><li>Technology can be used to enhance sharing </li></ul>
  23. 23. Apply <ul><li>Use and re-use of knowledge in the organization </li></ul><ul><li>Translates knowledge into action </li></ul><ul><li>Knowledge only adds value when it is used to improve products and services </li></ul>
  24. 24. KM in BP Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Source: Chris Collison Geoff Parcell Knowledge in people and networks Learn during Learn after Learn before
  25. 25. <ul><li>Exercise on </li></ul><ul><li>Knowledge Process </li></ul>
  26. 26. Learning & Innovation <ul><li>Knowledge process enables learning and innovation at all levels and areas in the organization </li></ul><ul><li>New products, services, processes, markets, technologies and business models </li></ul><ul><li>Build individual, team and organizational capability leading to societal capacity </li></ul>
  27. 27. <ul><li>Expected outcomes: </li></ul><ul><ul><li>Individual Capability </li></ul></ul><ul><ul><li>Team Capability </li></ul></ul><ul><ul><li>Organizational Capability </li></ul></ul><ul><ul><li>Societal Capacity </li></ul></ul><ul><li>Leading to: </li></ul><ul><ul><li>Productivity </li></ul></ul><ul><ul><li>Quality products and services </li></ul></ul><ul><ul><li>Profitability </li></ul></ul><ul><ul><li>Growth </li></ul></ul>Outcomes
  28. 28. O UTCOMES KNOWLEDGE P ROCESS A CCELERATORS People Processes Leadership Technology Quality Profitability Productivity Growth Team Capability Organizational Capability Individual Capability Learning Innovation Learning Innovation Societal Capacity Vision Mission APO KM Framework Create Share Apply Identify Store
  29. 29. <ul><li>Background and Purpose of Framework </li></ul><ul><li>APO KM Definition </li></ul><ul><li>APO KM Framework </li></ul><ul><ul><li>Major elements of the framework </li></ul></ul><ul><ul><ul><li>Vision and Mission </li></ul></ul></ul><ul><ul><ul><li>Accelerators </li></ul></ul></ul><ul><ul><ul><li>Knowledge Process </li></ul></ul></ul><ul><ul><ul><li>Outcomes </li></ul></ul></ul>Module Outline
  30. 30. Defining a Learning Organization <ul><li>&quot;Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together&quot; </li></ul><ul><li>Peter Senge, 1990 </li></ul>
  31. 31. Organizational Implications <ul><li>Adaptive to their external environment </li></ul><ul><li>Continually enhance their capability to change/adapt </li></ul><ul><li>Develop collective as well as individual learning </li></ul><ul><li>Use the results of learning to achieve better results </li></ul>&quot;In order to generate extraordinary value for shareholders, a company has to learn better than its competitors and apply that knowledge throughout its businesses faster and more widely than they do..” John Browne, CEO BP
  32. 32. The Five Learning Disciplines <ul><li>Personal Mastery </li></ul><ul><li>Mental Models </li></ul><ul><li>Shared Vision </li></ul><ul><li>Team Learning </li></ul><ul><li>Systems Thinking </li></ul>
  33. 33. The Five Learning Disciplines <ul><ul><li>Personal Mastery </li></ul></ul><ul><ul><ul><li>Learning to expand our personal capacity to create the results we most desire, and creating an organizational environment that encourages all its members to develop themselves toward the goal and purposes they choose </li></ul></ul></ul>
  34. 34. The Five Learning Disciplines <ul><ul><ul><li>Mental Models </li></ul></ul></ul><ul><ul><ul><li>Reflecting upon, continually clarifying, and improving our internal pictures of the world, and seeing how they shape our actions and decisions </li></ul></ul></ul>
  35. 35. The Five Learning Disciplines <ul><ul><li>Shared Vision </li></ul></ul><ul><ul><ul><li>Building a sense of commitment in a group, by developing shared images of the future we seek, and the principles and guiding practices by which we hope to get there </li></ul></ul></ul>
  36. 36. The Five Learning Disciplines <ul><ul><li>Team Learning </li></ul></ul><ul><ul><ul><li>Transforming conversational and collective thinking skills, so that groups of people can reliably develop intelligence and ability greater than the sum of individual members’ talents </li></ul></ul></ul>
  37. 37. The Five Learning Disciplines <ul><ul><li>Systems Thinking </li></ul></ul><ul><ul><ul><li>A way of thinking about, and a language for describing and understanding the forces and interrelationships that shape the behavior of systems. </li></ul></ul></ul><ul><ul><ul><li>This discipline helps us see how to change systems more effectively, and to act more in tune with the larger processes of the natural and economic world </li></ul></ul></ul>
  38. 38. O UTCOMES KNOWLEDGE P ROCESS A CCELERATORS People Processes Leadership Technology Quality Profitability Productivity Growth Team Capability Organizational Capability Individual Capability Learning Innovation Learning Innovation Societal Capacity Vision Mission APO KM Framework & the Five Disciplines Create Share Apply Identify Store Systems Thinking Personal Mastery Team Learning Mental Model, Shared Vision
  39. 39. Module Summary <ul><li>The APO Framework provide an easy to understand introduction to KM </li></ul><ul><li>Highlight the critical factors for the successful implementation of KM </li></ul><ul><li>Individual learning is the foundation for capability development, but team and organizational learning via collaboration and knowledge sharing has greater impact on organizational success </li></ul>
  40. 40. <ul><li>End of Module 4 </li></ul>

×