How to develop a Knowledge Management Strategy for your Library  Practical Presentation By  Rodney Malesi USIU
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How to develop a Knowledge Management Strategy for your Library Practical Presentation By Rodney Malesi USIU

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In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the ...

In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.

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How to develop a Knowledge Management Strategy for your Library Practical Presentation By Rodney Malesi USIU Presentation Transcript

  • 1. How to develop a KnowledgeHow to develop a Knowledge Management Strategy forManagement Strategy for your Libraryyour Library Practical PresentationPractical Presentation ByBy Rodney MalesiRodney Malesi USIUUSIU
  • 2. What is a KMWhat is a KM Strategy?Strategy? In simple terms a KM strategy is theIn simple terms a KM strategy is the process of generating, codifying, andprocess of generating, codifying, and transferring explicit and tacittransferring explicit and tacit knowledge within an organization,knowledge within an organization, getting the right information, to thegetting the right information, to the right people, in the right place and atright people, in the right place and at the right time.the right time.
  • 3. Effects of Lack ofEffects of Lack of StrategyStrategy 1. an incoherent knowledge vision or lack of1. an incoherent knowledge vision or lack of ownership of the knowledge vision;ownership of the knowledge vision; 2.lack of appreciation of knowledge as an2.lack of appreciation of knowledge as an important asset;important asset; 3.a lack of an information sharing culture and3.a lack of an information sharing culture and climate;climate; 4. inappropriate methods or tools for measuring4. inappropriate methods or tools for measuring and valuing knowledge;and valuing knowledge; 5.inadequate standardized processes;5.inadequate standardized processes;
  • 4. STRATEGYSTRATEGY IMPLEMENTATIONIMPLEMENTATION
  • 5. STEP ONESTEP ONE Identify the problems youIdentify the problems you want to solve.want to solve.
  • 6. due to rapid knowledge decay anddue to rapid knowledge decay and consequently need to create new knowledge;consequently need to create new knowledge; high staff turnover and loss of knowledge;high staff turnover and loss of knowledge; dwindling library budgets;dwindling library budgets; needs of operational efficiency to addressneeds of operational efficiency to address increased demands from faculty and students;increased demands from faculty and students;
  • 7. need to establish best practices;need to establish best practices; need to manage e-evolution;need to manage e-evolution; need to leverage the available knowledge;need to leverage the available knowledge; necessity to survive and sustain competitive edgenecessity to survive and sustain competitive edge in the global community of profession;in the global community of profession; and finally, seeing KM as a great opportunity toand finally, seeing KM as a great opportunity to spread out the role of librarians to the academicspread out the role of librarians to the academic community.community.
  • 8. STEP TWOSTEP TWO Prepare for changePrepare for change • Get sponsorship identify howGet sponsorship identify how the strategy will be fundedthe strategy will be funded • Study the Knowledge SharingStudy the Knowledge Sharing Culture-what hindersCulture-what hinders information sharing? Whatinformation sharing? What incentives can you introduce?incentives can you introduce?
  • 9. “ I’ll share” “I ain’t sharin’ nuffin!” The Biggest Challenge: Changing Your Culture to a NEW WAY OF WORKING!!
  • 10.  Create the implementationCreate the implementation team Identifyteam Identify KM Leader, IS,KM Leader, IS, Content experts, HR, Training, etc.Content experts, HR, Training, etc. STEP 3
  • 11. …… Creating the TeamCreating the Team Building and launching a knowledgeBuilding and launching a knowledge management system requires a broad range ofmanagement system requires a broad range of expertise in a focused core teamexpertise in a focused core team  Librarians good in financial mattersLibrarians good in financial matters  Subject-Matter ExpertsSubject-Matter Experts  Library Science SkillsLibrary Science Skills  Communications, Training & MotivationCommunications, Training & Motivation  Information TechnologyInformation Technology
  • 12. Perform the Knowledge AuditPerform the Knowledge Audit •to identify the information and knowledge needs of the library, theto identify the information and knowledge needs of the library, the various departments and individuals.various departments and individuals. •to identify information created internally and assess itsto identify information created internally and assess its value/relevance to the organization.value/relevance to the organization. •to identify information gaps and understand information processes.to identify information gaps and understand information processes. •to review and evaluate current use of external and internalto review and evaluate current use of external and internal information sources.information sources. •to identify barriers and prioritize changes that need to be made toto identify barriers and prioritize changes that need to be made to ensure the steady flow of information and knowledge across theensure the steady flow of information and knowledge across the department.department. •to develop a knowledge map of the organization indicatingto develop a knowledge map of the organization indicating appropriate connections and collectionsappropriate connections and collections STEP 4
  • 13.  Identify the human capitalIdentify the human capital  Information ResourcesInformation Resources STEP 5 Understand & identify your knowledge assets, their source & structure
  • 14. Create Knowledge ManagementCreate Knowledge Management SolutionsSolutions • Focused Information AccessFocused Information Access ApplicationsApplications • Query Across Existing SystemsQuery Across Existing Systems • A Knowledge Warehouse to unify &A Knowledge Warehouse to unify & add value to information silosadd value to information silos • Document/content managementDocument/content management systemssystems • Establish communitiesEstablish communities • Introduce KM processIntroduce KM process STEP 6
  • 15. • Finding subject matter expertsFinding subject matter experts • Content management & KnowledgeContent management & Knowledge EditorsEditors STEP 7 Link Knowledge to People
  • 16. Technology (IT)Technology (IT) ProcessesProcesses (Codification)(Codification) PeoplePeople (Connectivity)(Connectivity) KnowledgeKnowledge ManagementManagement Three major aspects to be managed
  • 17. To be effective, Knowledge Management has to be more than just a technology solution. Knowledge Communities Knowledge Infrastructure Knowledge Processes Knowledge Base Knowledge Workers Collaborative Culture Knowledge Team Sponsor Knowledge ManagementKnowledge Management
  • 18. ““Don’ts” for Knowledge ManagementDon’ts” for Knowledge Management  Don’t treat KM as a project, a one-off, an ITDon’t treat KM as a project, a one-off, an IT “solution”“solution” • it’s part of the management discipline!it’s part of the management discipline!  Don’t focus on KM; focus on the business needsDon’t focus on KM; focus on the business needs and use KM as a means to help you manage yourand use KM as a means to help you manage your way there (only if needed)way there (only if needed)  Don’t underestimate the scope, timeframes andDon’t underestimate the scope, timeframes and effort, depending upon your needseffort, depending upon your needs • this is organisational change towards maturitythis is organisational change towards maturity as a knowledge-intensive organisationas a knowledge-intensive organisation
  • 19. Thank YouThank You  Any Questions?Any Questions?