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Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
Knowledge Management in Organizations - Managing in the Knowledge Era
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Knowledge Management in Organizations - Managing in the Knowledge Era

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  • 1. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge Management: Managing in the Knowledge Era February 2011
  • 2. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Shalom!
  • 3. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Short ‘History’ • A graduate of Bezeq College, Jerusalem 1970- 1975 • Army service - Telecommunication force 1975-1980 • 25 years of service: – Ministry of communication 1980-1984 – Bezeq 1984-2004 • Role: Knowledge manager at Bezeq, The Israel Telecom Corporation, E&P Division 1999-2004 • Retired from Bezeq – Oct. 2004 • BA Political Science, MA Business Administration
  • 4. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results What I do • Management Consultant, lecturer and researcher • Help organisations to initiate, maintain and implement Organisational Learning and Knowledge Management processes and programs aimed to increase effectiveness • Specialized in Organizational effectiveness and Capacity building, Knowledge Management and Organizational Learning, Web 2.0, Social Media and Social Networks
  • 5. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results In regards of KM & OL • Privileged to be amongst the very first Knowledge Managers in Israel • Establish, initiate and lead the ‘Israeli Knowledge Management Forum’ 2001-2010 – Today: Leads the “KM Body of Knowledge and Methodology” team • Well networked with the International community of Knowledge Management
  • 6. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results 10 insights (you should know) on Knowledge management • KM is not about managing Knowledge but rather Managing in the Knowledge Era • Knowledge Management is not a 'system‘ • Knowledge Management is very hard to 'see' or to demonstrate • Know, Tell, Write • 'Get to the point' Vs. Instant • Knowledge is not an "It“ • Knowledge is for 'action', not (only) for 'storage‘ • "You can 'get' Knowledge from 'knowers' – nicely, not with power…“ • Knowledge Management Statistics is 'qualitative' rather than 'quantitative‘ • Assist, enable and encourage experts to meet and talk – don’t force or order them to do it…
  • 7. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results (If you really want to succeed in KM…) Do not mention the two words 'Knowledge Management' within the organization…..
  • 8. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results
  • 9. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results
  • 10. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results What we will talk about today • Knowledge management & Organizational learning – What is it? – What it is not… • KM & OL programs in Israel and abroad • Personal Knowledge Management – Why it starts here • Organizational Knowledge Challenges for HR leaders • Knowledge sharing: examples, tips and tricks
  • 11. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge Management • Wikipedia: “Knowledge management (KM) comprises a range of strategies and practices used in an organisation to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice.” • Culture • Processes • Infrastructures • It’s about Management • It’s about Management in the Knowledge Era
  • 12. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge Management • What the organization produces: – Products – Services – Projects – “Bottom lines” • Knowledge “products” • How the organization produces: – Processes – Procedures – Tools – People (Culture) • Knowledge Management
  • 13. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge Management – A Framework Knowledge Management in organizations Core Processes Supportive Infrastructure Culture Personal Knowledge Management Organizational Knowledge Management • Desktop Filing, Navigation, Search • RSS • Online presence management • Organizational Filing, Navigation, Search • Communities, Forums • Content Management, Portals, Wiki
  • 14. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Dave Snowden, September 2009 The purpose of Knowledge Management • to provide support for improved decision making and innovation throughout the organization. • This is achieved through the effective management of human intuition and experience augmented by the provision of information, processes and technology together with training and mentoring programmes.
  • 15. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge Management…
  • 16. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge Don’t know Know Knowledge you know that you don’t know (Known gaps) Knowledge you know that you know (Tacit knowledge) Know Knowledge you don’t know that you don’t know )Unknown gaps) Knowledge you don’t know that you know (Explicit knowledge) Don’t know
  • 17. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge Management •Organizational Culture •Core processes •Supportive Infrastructures
  • 18. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Data, Information, Knowledge •43 •43 degrees Celsius •Hot or cold •Eilat?!
  • 19. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge is for action Not (only) for silos…
  • 20. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Dave Snowden, , September 2009 The following guiding principles will be applied • All projects will be clearly linked to operational and strategic goals • As far as possible the approach adopted will be to stimulate local activity rather than impose central solutions • Co-ordination and distribution of learning will focus on allowing adaptation of good practice to the local context • Management of the KM function will be based on a small centralized core, with a wider distributed network
  • 21. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Dave Snowden Seven principles about Knowledge Mnagamenet • Knowledge can only be volunteered, it cannot be conscripted • We only know what we know when we need to know it • In the context of real need few people will withhold their knowledge • Everything is fragmented • Tolerated failure imprints learning better than success • The way we know things is not the way we report we know things • We always know more than we can say, and we will always say more than we can write down
  • 22. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results The business environment, today
  • 23. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results The Business Environment Today
  • 24. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Leading the market > Knowledge • No longer an individual asset • Dynamic, Diffused, Developed • Innovative • Must be integrated and formulated together • Knowledge: Professionals collaborative deliverable
  • 25. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results “…knowledge is profoundly social…” Larry Prusak, 19.11.2004,Tel-Aviv
  • 26. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results What managers face today? Leading clever people
  • 27. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Leading Clever People
  • 28. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results “Clever People” • They know their worth • They are organizationally savvy • They ignore corporate hierarchy • They expect instant access • They are well connected • They have a low boredom threshold • They won’t thank you….
  • 29. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results How we learn in the knowledge era? How we learn? • Create learning environment that enable, nurture, respect learning, knowledge, experts and learners Knowledge Era • Many experts • Global • Flatten hierarchies • Asynchrony
  • 30. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Tom Friedman The World is Flat, 2005 Politicians have to work at educating people on the new, flat world and what they need to thrive in it. We need leaders willing to inspire and explain. Workers will need to become more responsible for managing their own careers, risks and economic security and government must help them build the necessary muscles to do that.
  • 31. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results From tacit to Explicit • We always know, more that we can tell (Michael Poalnyi) • and we always tell more that we can write down (Dave Snowden) –Know –Tell –Write
  • 32. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Generic Framework and Guide Lines for KM Program
  • 33. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Generic KM Program Guide Lines & Framework • The Organization – Main business, structure • The Core Process – The process, its ingredients, main entities, relations • The Organizational Need – What is it? How it supports the process?
  • 34. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Generic KM Program Guide Lines & Framework • The Knowledge Challenges – “Positive”: saturation of knowledge, sources, – “Negative”: Lack of knowledge, outdated knowledge, non-comprehensive knowledge…. – Supportive and disruptive forces • The KM & OL Program – Vision, Targets & Goals, Objectives, main activities, barriers and supportive forces
  • 35. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Tips and lesson learned • Think globally, act locally • Focus, they are watching you… • Choose (ONLY) one for start: Process, Project, Issue, • Success oriented • Continuously facilitate, monitor, engage, encourage, act, nurture • Remember: It’s about people (and their knowledge) …not about knowledge (regardless the people…)
  • 36. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results A Story on an Executive, Management and Knowledge Awassa, Ethiopia June 2007 The story
  • 37. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results The organizational need
  • 38. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Creating new knowledge together
  • 39. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Knowledge community )Community of practice(
  • 40. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results
  • 41. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Bezeq The Israel telecom Corp. A Story
  • 42. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Summary • Knowledge is social • Knowledge must be nurtured in social interactions between experts • Social interactions form knowledge networks • Knowledge networks can be virtual or face-to-face • Executives should act as facilitators for the necessary culture, processes and infrastructure
  • 43. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results References list • “Where did knowledge management come from?”, Prusak, L. • “Rendering knowledge”, Snowden, D. • “Knowledge Management in Organizations – What do we know today?”, Chamish, Y. • “Leading clever people”, Goffee & Jones
  • 44. www.yigalchamish.com yigal@yigalchamish.com Yigal Chamish Guiding to successful results Thank you and good luck! www.yigalchamish.com yigal@yigalchamish.com 972-50-5316151

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