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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. Knowledge Management: Managing in the Knowledge Era Galillee College December 2010
  • 2. Shalom!
  • 3. 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. 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. 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.  
  • 7.  
  • 8. 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
  • 9. 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 is Management in the Knowledge Era
  • 10. 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.
  • 11. Knowledge Management…
  • 12. 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
  • 13. Knowledge Management
    • Organizational Culture
    • Core processes
    • Supportive Infrastructures
  • 14. Data, Information, Knowledge
    • 43
    • 43 degrees Celsius
    • Hot or cold
    • Eilat?!
  • 15. Knowledge is for action Not (only) for silos…
  • 16. 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
  • 17. 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
  • 18. The business environment, today
  • 19. The Business Environment Today
  • 20. Leading the market > Knowledge
    • No longer an individual asset
    • Dynamic, Diffused, Developed
    • Innovative
    • Must be integrated and formulated together
    • Knowledge: Professionals collaborative deliverable
  • 21. “… knowledge is profoundly social…” Larry Prusak, 19.11.2004,Tel-Aviv
  • 22. What managers face today? Leading clever people
  • 23. Leading Clever People
  • 24. “ 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….
  • 25. 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
  • 26. 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 .
  • 27. 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
  • 28. Generic Framework and Guide Lines for KM Program
  • 29. 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?
  • 30. 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
  • 31. A Story on an Executive, Management and Knowledge Awassa, Ethiopia June 2007 The story
  • 32. The organizational need
  • 33. Creating new knowledge together
  • 34. Knowledge community (Community of practice)
  • 35.  
  • 36. Bezeq The Israel telecom Corp. A Story
  • 37. 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
    • HR people should act as facilitators for the necessary culture, processes and infrastructure
  • 38. 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
  • 39. Thank you and good luck! [email_address] 972-50-5316151
  • 40. Recommended reading
    • Prusak, L., “Where did knowledge management come from?”
    • Friedman, T., “The world is flat”
    • Linsky, M., Heifetz, R.A., “Leadership on the line”
    • Chamish, Y. “Putting Culture First at Bezeq”