Copyright Notice: This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here. Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.

1. Arianto Muditomo @2019
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-
commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from
Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent,
charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.

2. arianto.muditomo@2019
§ Session #1: Introduction of Knowledge Management
§ Session #2: KM & Organizational Learning
§ Session #3: Knowledge Management Strategy & Implementation
§ Session #4: Introduction to Change Management
§ Session #5: Organizational Change Management & Cultural
Change Management
§ Session #6: Introduction of Innovation & Entrepreneurship
§ Session #7: Creativity & Innovation
§ Session #8: Entrepreneur & Innovation Leadership
1
References:
• Kimiz Dalkir, Knowledge Management In Theory and Practice 1st Edition, Butterworth-Heinemann; 1 edition (June 30,
2005), ISBN-10: 075067864X, ISBN-13: 978-0750678643
• John Bessant and Joe Tidd (2015). Innovation and Entrepreneurship 3rd Edition. John Wiley & Sons, Ltd., ISBN-13: 978-
1118993095; ISBN-10: 1118993098
• John P. Kotter, Leading Change, With a New Preface by the Author, Harvard Business Review Press; 1R edition (November
6, 2012), ISBN-10: 9781422186435, ISBN-13: 978-1422186435
• Frank Voehl, H. James Harrington, Change Management: Manage the Change or It Will Manage You, Productivity Press; 1
edition (November 13, 2017), ISBN-10: 1138463957, ISBN-13: 978-1138463950

3. arianto.muditomo@2019
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As gold which he cannot spend will make no man rich,
so knowledge which he cannot apply will make no man wise.
Samuel Johnson (1709–1784)

4. arianto.muditomo@2019
§ What are the differences of reuse versus of innovation those driven by an
objective OF KM Applications?
§ What do you know about organizational Memory?
§ What are the most 3 popular approaches of KM Metrics?
§ What is KM Team?
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KM Cycle; KM Model; KM
Capture & Codify; KM
Sharing; KM Application; KM
Tools; KM Team
KM Understanding
in Organization
Business
Goals
KM Strategy
The Future of KM
KM AuditMain things to be concern:
• A ‘perfect’ KM strategy that is linked to the overall business
objectives of the organization
• A good metrics (measurement) framework to monitor
progress toward those organizational goals

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Reuse
Organizational
Memory
Innovation
Influence
Culture
Technical
KM Strategy should address the cultural and technical factors
that influence effective organizational memory management:
A. Cultural Barriers
• A cultural emphasis on artifacts and results to the exclusion of
process.
• Resistance to knowledge capture because of the effort required,
the fear of litigation, and the fear of loss of job security.
• Resistance to knowledge reuse because of the effort required,
and the low likelihood of finding relevant knowledge.
B. Technical Barriers
• How to make the knowledge capture process easy or even
transparent.
• How to make retrieval and reuse easy or even transparent.
• How to ensure the relevance and intelligibility (i.e., through
sufficient context) of retrieved knowledge

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Importance of KM Strategy
• Provides the building blocks
• Used to achieve organizational learning & continuous
improvement
• Thru the avoidance of wasting time repeating mistakes &
make everyone aware of new & better ways of thinking &
doing
Innovation (& creativity)
• Generation of new knowledge or new linkages between existing knowledge
• Involves lateral thinking such as seeing an analogy in a completely different context.
Reuse is seen as dull, routine, and unproductive work. In fact, reuse forms the basis for
organizational learning and should be viewed more as a dissemination of innovation.

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Learrning and
Unlearning of
Organization
Knowledge of
Organization
Memory of
Organization
Organizational
Learnig and
unlearning
Organizationa
Knowledge
Otganizational
Memory
Team Learning
and
Unlearning
Group
Knowledge
Group
Memory
Individual
Learning and
Unlearning
Individual
Knowledge
Individual
Memory
Learning Knowledge Memory
Level of
Organization
Organizational
Level
Group
Level
Individual
level
A Model of Multilevel Interpretation of
Learning, Knowledge and Memory
Source: From Individual memory to Organizational Memory (Intelligence of Organizations), A. Bencsik, 1V. Lıre, and I. Marosi
World Academy of Science, Engineering and Technology International Journal of
Social, Behavioral, Educational, Economic, Business and Industrial Engineering Vol:3, No:8, 2009
Organizational memory extends and
amplifies this asset by capturing,
organizing,disseminating,and reusing
the knowledge created by its
employees

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The organizational memory assists in the basic knowledge-management activities.
Source: Toward a Technology for Organizational Memories, Andreas Abecker, Ansgar Bernardi, Knut Hinkelmann, Otto
Kühn, and Michael Sintek German Research Center for Artificial Intelligence, @1998 IEEE
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External Structure Initiatives
acquire knowledge from outside sources such as
customers, sharing knowledge to others
Internal Structure Initiatives
create knowledge-sharing culture, capture individual
tacit knowledge, create revenue from existing
knowledge, store, spread, reuse
Competence Initiatives
setup careers based on KM, create knowledge transfer
environment
(Sveiby – 2001)
KEY NEEDS
& ISSUES
• KM Team
• KM Technologies
• KM Metrics
KM Success
Integrated KM Cycle

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A group of people whose responsibility is to build, implement, focus and deploy a KM program
§ One approach to forming an effective KM Team is to define the different types of KM professionals and the types
of skills, attributes, and background they should ideally possess.
§ The ultimate goal is to develop a list of cognitive, affective, and psychomotor skills together with the required
competency levels for each skill.
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Skills Roles
Roles &
Responsibilities
(within Organization)
Professions
1. Retrieving information.
2. Evaluating/assessing
information.
3. Organizing information.
4. Analyzing information.
5. Presenting information.
6. Securing information.
7. Collaborating around
information.
1. Senior & Middle Mgt
Roles – Chief Knowledge
Officer
2. Knowledge Leader
3. Knowledge Manager
4. Knowledge Navigators
5. Knowledge Synthesizer
6. Content Editor
7. Content Manager
8. Learning-Oriented roles
9. HR Roles
10. Knowledge Publishers
11. Coaches & Mentors
Help Desk Activities –
Knowledge Support
Office
1. Designing Information
Systems
2. Managing IS
3. Managing Information
Resource
4. Training
5. Serving as Information
Agencies
6. Providing Competitive
intelligence
7. Maintaining customer
relations for
IS/technologies
8. Designing & Producing
Information Services
9. Serving as Knowledge
Journalist
10. Acting as Org.
Information & KM Policy
analyst
11. Function as Governance
KM Policy Analyst
1. The field of KM has
slowly evolved from a
consulting service to an
internal business
function and has become
an academic discipline
that is being taught in
universities worldwide.
(Al-Hawamdeh (2003))
2. A number of certification
initiatives now under
way will help solidify
KM’s position as a bona
fide field of professional
practice (e.g., the KMCI
Certificate in Knowledge
and Information
Management,
www.kmci.org)

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KM
Technologies
Framework
Knowledge
Flows
Intelligent
Agents &
Network
Mining
Information
Sources
Knowledge
Exchange
Information
Mapping
Managing knowledge process
into KM System
• Connectivity between various
type of knowledge
• Method of capturing
knowledge
To map the flow of information
before convert to knowledge
• Map it to an existence
knowledge
• Support an existing
knowledge and/or creating
new knowledge
• Labeling and presenting
information
The opportunity to build
knowledge based on
(available) sources
• Analyzing information
through sources
• Valuable knowledge
Explore the concept of
knowledge discovery
process
• Facilitate in searching
the knowledge
• Enhance decision-
making capability
through the use of
intelligent agents
Enables the exchange of
information in both transfer
type: TACIT and EXPLICIT
knowledge
• Important role to enhance
the level of KM
• No exchange= No sharing of
knowledge

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• Industry group measurements; best practice studies;
Cooperative/Collaborative benchmarking;
Competitive benchmarking
A. Benchmarking
• A conceptual framework for translating an
organization‘s vision into a set of performance
indicators distributed among four dimensions –
Financial, Customer, Internal Business Process,
Learning & Growth
B. Balance Score Card
• Develop to show the connection between true quality,
quality characteristics, & process characteristic
C. House of Quality

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The house of quality method was developed to show the connections between true quality, quality
characteristics, and process characteristics.
In 1988, Hauser and Clausing developed an evaluation matrix metric that measures how customer needs are
linked to the business processes and internal decisions of an organization.

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§ Knowledge Audit is the process to identify ©Every knowledge produced by an
organization, ©Who produce and use it,
©How frequent is the knowledge used, and ©Where is the knowledge stored
§ The result of KM audit: ©Identification of core knowledge assets and flows—who creates,
who uses. ©Identification of gaps in information and knowledge needed to manage the
business effectively. ©Areas of information policy and ownership that need improving.
©Opportunities to reduce information-handling costs. ©Opportunities to improve
coordination and access to commonly needed information. ©A clearer understanding of
the contribution of knowledge to business results
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§ Overemphasizing technology - not all KM requirements are
inclusive in vendor solutions
§ More focus on people or cultural issues
§ Conducting KM in isolation from business goals
§ Ignoring the dynamic aspects of content
§ Opting for quantity of content over quality.
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§ The differences between reuse and innovations are
§ Innovation (& creativity)
• Generation of new knowledge or new linkages between existing knowledge
• Involves lateral thinking such as seeing an analogy in a completely different context.
§ Reuse is seen as dull, routine, and unproductive work. In fact, reuse forms the basis for
organizational learning and should be viewed more as a dissemination of innovation.
§ Organizational memory also called as a knowledge repository or corporate
memory.
§ OM Extends and amplifies knowledge as the key asset of the knowledge organization by capturing,
organizing, disseminating, and reusing the knowledge created by its employees
§ The 3 popular approaches for KM Metrics are: Benchmarking,
Balance Score Card and House of Quality
§ KM Team is A group of people whose responsibility
is to build, implement, focus and deploy a KM
program
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19. arianto.muditomo@2019
§ Please make a group consist of 1-2 Students for each group
§ Please choose 1 cases for each group from given list of case studies
§ Please make communications between groups, t there will be no similar cases chosen by each group
§ Identify the symptoms, what the keys needs/issues are found
§ Identify the initiatives done by the company
§ What the enabler strategy are done by the company (People/Process/Technology, Team, Metric, etc.)
§ How about the result? Success or not? Make a short description about the reason of success (or failed) of
Company’s KM Strategy
§ Present the result at 10 minutes max with slides on 25th March 2019
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#1 slide
#2 slide
#3-4 slide
#5-6 slide

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