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Km masterclass part5 plan & control knowledge & km ha20140530sls

Josef Hofer-Alfeis
Josef Hofer-Alfeis
Josef Hofer-AlfeisManagement Consultant at amontis consulting

The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students. Contents: KM 1 – Knowledge and KM KM 2 – KM Processes 1 KM 3 – Soc.-t. KM Systems 1 / Processes 2 KM 4 – Socio-technical KM-Systems 2 KM 5 – Plan & Control Knowledge & KM KM 6 – KM and Idea / Innovation Mngt.

Km masterclass part5 plan & control knowledge & km ha20140530sls

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KM 5 – Plan & Control Knowledge & KM
Knowledge Strategy – task of the Management Team
Measuring knowledge and KM – state, quality, value and importance
KM strategy – task of the KM support organization
KM program to successfully implement KM
Masterclass KM – SlideShare contribution, June 2014
http://de.slideshare.net/HoferAlfeisJ/presentations
Dr.-Ing. Josef Hofer-Alfeis
Consulting on Knowledge & Innovation Management
josef.hofer-alfeis@amontis.com
Design: Ron Hofer
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2
KM Masterclass – Preface
The Masterclass Knowledge Management (KM) is
a set of six presentations describing and
explaining KM via definitions, concepts,
instruments and many practical examples, insights,
stories and exercises as well as links and
references.
The material is the result of 25 years of research,
consulting of challenging clients, discussions with
appreciated peers and communities as well as ten
years of lecturing on KM at various universities in
Germany and Austria including discussions with
many inspiring students, e.g.:
 Zeppelin University, Friedrichshafen
 University of the German Army, Munich
 University of Applied Science, Munich
 University of Applied Sciences for Economics
and Management, Munich
 Donau University Krems, Austria
 University Augsburg
Contents:
 KM 1 – Knowledge and KM
 KM 2 – KM Processes 1
 KM 3 – Soc.-t. KM Systems 1 / Processes 2
 KM 4 – Socio-technical KM-Systems 2
 KM 5 – Plan & Control Knowledge & KM
 KM 6 – KM and Idea / Innovation Mngt.
Any questions, remarks and ideas for
modification or improvement are appreciated –
please contact me, see slide „contact“ at the end
of the presentations.
Munich, May 2014, Josef Hofer-Alfeis
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3
Knowledge Strategy – task of the Management Team
Focus: Measuring knowledge and KM – state, quality, value and importance
KM strategy – task of the KM support organization
Focus: KM program to successfully implement KM
Agenda
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4
Ranking of the main enablers for KM and conclusions
source: 2014 Knoco Global Survey of KM, 369 contributions www.knoco.com
Knowledge Strategy
KM State &Needs Analysis
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5
KM1 revisited:
KM actions and KM key players – perspective on knowledge
K Area
Service XX
bereitstellen
K Area
PLM
K Area
CRM
K Areas
Quality mgt.,
Risk Mgt.,
…
...
person
organization information
Knowledge Worker
KM Support Org.
strategic control,
culture, resources,
mngt. energy
Management
KM key player
subject matter actions in
specific knowledge area
general KM measures for
any knowledge area
K
Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6
KM Support Org.
Improve / adapt
KM system
Socio-technical KM system: Have we the
right KM systems and do they work well?
KM System
KM2 revisited:
KM core processes – perspective on KM measures
Knowledge and KM:
Do we focus on the business-critical
knowledge and the right KM?
Management
Plan & control strategically
Knowledge and KM systems
Improve / adapt
knowledge quality
X no
Knowledge
as-is
Knowledge
to-be
Knowledge Worker
 yes
Knowledge :
available in adequate quality
(depth, distribution/networking,
codification)?
Action (process, proceeding, activity, …), requiring
knowledge (capability for effective action) before-during-after

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Km masterclass part5 plan & control knowledge & km ha20140530sls

  • 1. KM 5 – Plan & Control Knowledge & KM Knowledge Strategy – task of the Management Team Measuring knowledge and KM – state, quality, value and importance KM strategy – task of the KM support organization KM program to successfully implement KM Masterclass KM – SlideShare contribution, June 2014 http://de.slideshare.net/HoferAlfeisJ/presentations Dr.-Ing. Josef Hofer-Alfeis Consulting on Knowledge & Innovation Management josef.hofer-alfeis@amontis.com Design: Ron Hofer
  • 2. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2 KM Masterclass – Preface The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students, e.g.:  Zeppelin University, Friedrichshafen  University of the German Army, Munich  University of Applied Science, Munich  University of Applied Sciences for Economics and Management, Munich  Donau University Krems, Austria  University Augsburg Contents:  KM 1 – Knowledge and KM  KM 2 – KM Processes 1  KM 3 – Soc.-t. KM Systems 1 / Processes 2  KM 4 – Socio-technical KM-Systems 2  KM 5 – Plan & Control Knowledge & KM  KM 6 – KM and Idea / Innovation Mngt. Any questions, remarks and ideas for modification or improvement are appreciated – please contact me, see slide „contact“ at the end of the presentations. Munich, May 2014, Josef Hofer-Alfeis
  • 3. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3 Knowledge Strategy – task of the Management Team Focus: Measuring knowledge and KM – state, quality, value and importance KM strategy – task of the KM support organization Focus: KM program to successfully implement KM Agenda
  • 4. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4 Ranking of the main enablers for KM and conclusions source: 2014 Knoco Global Survey of KM, 369 contributions www.knoco.com Knowledge Strategy KM State &Needs Analysis
  • 5. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5 KM1 revisited: KM actions and KM key players – perspective on knowledge K Area Service XX bereitstellen K Area PLM K Area CRM K Areas Quality mgt., Risk Mgt., … ... person organization information Knowledge Worker KM Support Org. strategic control, culture, resources, mngt. energy Management KM key player subject matter actions in specific knowledge area general KM measures for any knowledge area K
  • 6. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6 KM Support Org. Improve / adapt KM system Socio-technical KM system: Have we the right KM systems and do they work well? KM System KM2 revisited: KM core processes – perspective on KM measures Knowledge and KM: Do we focus on the business-critical knowledge and the right KM? Management Plan & control strategically Knowledge and KM systems Improve / adapt knowledge quality X no Knowledge as-is Knowledge to-be Knowledge Worker  yes Knowledge : available in adequate quality (depth, distribution/networking, codification)? Action (process, proceeding, activity, …), requiring knowledge (capability for effective action) before-during-after
  • 7. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 7 uManagement processes for KM Plan & control KM (supported by KM support org.) • define Knowledge Strategy … … KM program and drive & control its implementation and operation • optionally define Intellectual Capital / Knowledge Balance report and derive & implement KM measures • appoint, enable & control (inter-disciplinary) KM support organization and other KM resources • live and promote KM strategic know- ledge portfolio see reading material: IntegrKMintoBusiness Luzern-JournUCS HA.pdf delicious tags: Strategie W-WM-planen-steuern WM-System-bereitstellen
  • 8. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 8 Knowledge portfolio: ranking and focusing knowledge areas by the management team – example for an IT organization prio 1 strategic Community Portfolio, see Community Mngt. in KM3
  • 9. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 9 KnowledgePortfolio uKnowledge Strategy Process – overview and major results: Knowledge Portfolio  knowledge objectives  KM measures 10 20 30 40 personnel development … strategic learning & training social networking & communities of practice knowledge risks debriefing … measures for innovation … patents … standardization KM processes for codified knowledge: • Idea management • FAQ; Tipps & Tricks • Lesson Learnt • Best Practice • Process modelling • Product modelling • Knowledge map … derived KM measures – examples: businessstrategy knowledge objectives optionally: input from KM Analysis prio 1
  • 10. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 10 (Simplified) Example: Solar AG (1) – business transformation objective: „Sell lower-priced mounting systems in international markets in 12 months“
  • 11. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 11 Example: Solar AG (2) – collecting related knowledge areas in a brainstroming, e.g. documented in a mindmap Produkt- nah Lieferkette- nah Kunden- nah Mgt.& Support Hintergrund ENTWURF Wissensgebiete Produkt-Weiterentw. 25.04.2008 - v7 P: Solarzellen-Systeme entwickeln P: Montagesysteme entwickeln Brandschutz-?/Diebstahl-Sicherheit verstehen Materialen-Fragen und Recycling verstehen Vorschriften ... verstehen P: Pre- & After-Sales leisten L: Montage planen & ggf. durchführen L: Produkte & Montage- systeme herstellen K: Kundenbetreuung & -Unterstützung K: Kunden verstehen K: Produkte verkaufen K: Endkunden verstehen MS: QM MS: PR-Management Hg: Intern. KMU-Geschäfte mit Produkten für erneuerbare Energien verstehen
  • 12. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 12 Example: Solar AG (3) – Knowledge Portfolio with respect to planned business transformation focusing to concentrate power for KM for this knowledge area „develop mounting system“ knowledge objectives and KM measures are shown in the next slides
  • 13. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 13 Example: Solar AG (4) – knowledge objectives for the selected knowledge area „develop mounting system“
  • 14. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 14 Example: Solar AG (5) – knowledge objectives for the selected knowledge area „develop mounting system“ Levels of proficiency 4 = world class expert 3 = expert 2 = skilled & trained 1 = beginner Levels of codification 4 = complete & strongly formalized (e.g. standard) 3 = ~ formalized (e.g. guideline) 2 = ~ informal (e.g. report) 1 = „in the heads and stomaches“
  • 15. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 15 Example: Solar AG (6) – knowledge objectives for the selected knowledge area „develop mounting system“ Network of internal k. shareholders Learner (Potential) external knowledge shareholders Sources Sources
  • 16. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 16 Example: Solar AG (7) – proposing KM measures in selected knowledge area typically task mainly for subject matter experts combined task for KM team and subject matter experts
  • 17. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 17 Applying the Knowledge Strategy Process key requirements:  business owner and management team  KM support organization, related KM partners and eventually subject matter experts  professional moderator major result:  prioritzed plan of KM-related measures, which can be consolidated into a KM program driven by the management team & KM support organization  3x focusing via k. portfolio, k. objectives & KM measures a Knowledge Strategy is recommended for  any business size, e.g. for individuals (personal KM), too  for any business transformation for more information:  detailed description of Knowledge Strategy Process, see (in German) Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013  the Knowledge Strategy Process has been developped partly with CIBIT and Siemens AG, see e.g. Hofer-Alfeis, J., van der Speck, R. in  C. W. Holsapple (ed.): Handbook on KM, Springer, 2002, pp. 443-466. (in English)  Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing, 2002. ISBN: 3895781819 (in German)
  • 18. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 18 Knowledge Strategy – task of the Management Team Focus: Measuring knowledge and KM – state, quality, value and importance KM strategy – task of the KM support organization Focus: KM program to successfully implement KM Agenda
  • 19. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 19 uFramework for measurements & controlling in KM: examples for indicators and objects to measure knowledge KM state / quality value / impact / importance via knowledge holders: • experts • teams, CoP‘s, … • infor- mation via knowl. portfolio … via KM result analysis: • success stories • performance correlations • ROI … ROK • … KM State & Needs Analysisvia k. objectives delicious tags: Strategie W-WM-planen-steuern Metriken
  • 20. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 20 • Locate expert | team/network | document/information & learn • Debrief & transfer knowledge from expert-to-expert | team-to-team • Network, share knowledge and collaborate in cross- organizational community | ad hoc group … Processes Reference: Catalogue with over 225 KM processes/instruments in BITKOM Wissensmanagement- Prozesssystematik; free download: http://www.bitkom.org/de/publikationen/54938_61676.aspx important ok very important medium very important unsuffi- cient importance? effectivity? KM State and Needs Analysis: Example questions and answers From instruments catalogue:
  • 21. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 21 • 2-hours-interviews with key persons of the organization • different organizational units, support functions (KM partners) and top subject matter experts • different organizational / hierarchical levels • analysis – and at the same time • intensive communication for a shared understanding on KM • reflection of organization-specific KM needs and possibilities • building of steering board … KM supporters … CoP KM KM State and Needs Analysis: approach
  • 22. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 22 apply meta data continuous expert knowl. retention locate information and learn leaving expert debriefing improve idea management share/promote innovation strategy locate expert and learn locate team/work group/community customer/partner relationship mngt improve for social intranet build community & collaborate Analysis result (example) KM instruments with urgent need for action transform this ranking list into a KM Roadmap  case for internal experience exchange case for more information & discussion
  • 23. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 23 Result: Draft roadmap for important KM processes - example Transfer Knowledge Find & Navigate Social Networking locate expert and learn locate team/work group/community locate information and learn apply meta data improve for social intranet build community & collaborate share/promote innovation strategy reuse Lessons Learned Team Briefing & Debriefing continuous expert knowl. retention leaving expert debriefing improve idea management customer/partner relationship mngt. 2013 2015 major effort quick win case for internal experience exchange medium critical KM instrument
  • 24. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 24 KM State & Needs Analysis: balance checks of the knowledge and innovation culture – example from 3 interviews see KM4 ? ? ?
  • 25. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 25 Additional examples for measurements & controlling in KM knowledge KM state / quality value / impact / importance via knowledge holders: • experts • teams, CoP‘s, … • infor- mation via knowl. portfolio … via k. objectives via result analysis: • success stories • performance correlations • ROI … ROK • …
  • 26. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 26 Measurements for k. quality and value / impact – examples KM 5 / K. Strategy: estimating knowledge quality to define knowledge objectives KM 1 / Evaluating expertise and codification level Pricing for knowledge - examples: • online health consulting: 5,99 € / minute • mngt. consulting: 1650 € / day • hiring an expert, e.g. football … 30MM € ? • knowledge auctions
  • 27. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 27 Additional examples for measurements & controlling in KM knowledge KM state / quality value / impact / importance via knowledge holders: • experts • teams, CoP‘s, … • infor- mation via knowl. portfolio … via k. objectives •performance •progress •maturity •… via result analysis: • success stories • performance correlations • ROI … ROK • …
  • 28. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 28 DETECON Consulting – example for use of knowledge base MERLIN
  • 29. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 29 Locate knowledge & learn – Yellow Pages Figures: Example CONTINENTAL New entries per month Hits on Search Button per day Updated Profiles Most Hit Page source: http://de.slideshare.net/ahemre/cartoons-34913910?utm_source=slideshow&utm_medium=ssemail&utm_campaign=upload_digest
  • 30. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 30 # members | % active members # meetings / events (f2f and virtual) # content/documents | # page visits | # comments # communication actions, e.g. mailing, posting on pinboard of other members, … # contacts, e.g. in a social network # contributions to discussions | # responses | # summaries # urgent requests | # useful responses | time-to-1st-response | # summaries | # feedback # re-recommendations interesting videocast of Nancy White https://www.youtube.com/watch?v=0wi5fhHXbk0 describing four perspectives to evaluate quality and success of a CoP Measuring state and quality of communities of practice source, see Boris Jäger, https://www.xing.com/net/pri3b94dax/knowledgemanagement/fragen-an-die-spezialisten-des-wissensmanagements- 638/was-braucht-eine-gute-km-community-seite-34985801/38016098/?reagent=systemmail%2Fnewarticle#38016098
  • 31. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 31 Community Health Check - improvement instrument for a specific community of practice Process:  2-hours-interviews with key members of the CoP  discussion along the checklist of CoP success factors   defining jointly improvement actions for the most urgent deficiencies / renewal ideas Six CoP success factor dimensions:  strategy: knowledge area & business relevance | objectives and value proposition …  group: moderator, members, sponsor, … | member needs and motivation (WIFM)  organization: roles | processes | relationship mngt. | support |  offering: program, meeting design, Q&A forum, … | infrastructure (specific tools, platform, …)  culture: openness, care, appreciation, …  results: activities in / between meetings | networks, learnings, innovation | member satisfaction | success stories | “products” | reputation, organizational influence | ... example ROCHE / Innovation Manager CoP
  • 32. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 32 Social / Organizational Network Analysis – example from a dispersed R&D organization (42 members) source: Whelan, E., et al: Managing talent in knowledge-intensive settings. Journal of KM, Vol. 14, N0. 3, 2010, pp 486-504 km4dev, Oct 13: mapping a knowledge holder network with pencil and paper to investigate unknown influence structures http://netmap.wordpress.com
  • 33. Page 33 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved In most cases, Urgent Request responses also come from other Sectors Trigger Cross-Sector Collaboration Number of Urgent Requests with X Number of Sectors Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others Sectors of users who have been deleted from the database (per April 17, 2014) are assigned to ‘CT + Others’ 263 424 390 252 142 0 50 100 150 200 250 300 350 400 450 1 2 3 4 5 NumberofUrgentRequest Number of Sectors Avg. # of Sectors per Urgent Request: 2.7 0 1 2 3 54 source: http://www.slideshare.net/heisss/wima-siemens-v11public TechnoWeb
  • 34. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34 Benchmarking and contests to evaluate KM state / maturity in general – examples for SIEMENS AG International consortium benchmarks by American Productivity & Quality Center (APQC ) – Siemens elected for Best Practice Partner:  ‘99/’00 Successfully Implementing KM  ‘00/’01 Communities of Practice  ‘01/’02 Retaining valuable Knowledge  ‘02/’03 Using KM to drive Innovation  ’03/’04 Best Practice Transfer  2007 Siemens Blogosphere und "References@SBT”  2008 Evolving Technologies accelerating Collaboration and Knowledge Transfer International contest Most Admired Knowledge Enterprise (MAKE): Approaches Used Communities of practice/interest Internal conferences for knowledge-sharing Interviews (e.g., with SMEs) Documentation of workflow/process Project milestone reviews Lessons learned exercises After action reviews Mentoring programs Apprenticeship programs Expertise locators Knowledge maps Collaboration workspaces (e.g., eRoom™, etc.) Decision support systems Content management systems Case-based reasoning systems Shared folders/drives Physical files/library Employee development programs Strategic staffing Succession planning Workforce analysis Storytelling Social network analysis Other (please specify):
  • 35. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 35 2014 MAKE NOMINATIONS www.knowledgebusiness.com/KnowledgeBusiness/Screens/MakeSurvey.aspx?siteId=1&menuItemId=43 my nomination
  • 36. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 36 MAKE base – a structured systematics for KM processes („best practice knowledge processes“) Source: The KNOW Network – Best Practice Knowledge Process Registry
  • 37. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 37 Global MAKE winners 2013 Overall winner: Samsung (Korea) in green: consulting firms - Accenture (Ireland) - Amazon.com - Apple - ConocoPhillips - Deloitte (Global) - Ernst & Young (Global) - Fluor - Google - IBM - Infosys (India) - McKinsey & Comp. (Global) - Microsoft - POSCO (South Korea) - PwC (Global) - Samsung Group (South Korea) - Schlumberger (France, …) - Tata Group (India) - Toyota (Japan) - Vale S.A. (Brazil) - Wipro (India) Successfully managing enterprise knowledge yields big dividends. The 2013 Global MAKE Winners trading on the NYSE/NASDAQ showed • Total Return to Shareholders (TRS) for the ten-year period 2003-2012 of 22.8% - 2.3 times the average Fortune 500 company median. • Return on Revenues (ROR) for the 2013 Global MAKE Winners was 12.3% - 3.8 times that of the Fortune 500 ROR median. • Return on Assets (ROA) for the 2013 Global MAKE Winners was 9.8% - 4.6 that of the Fortune 500 ROA median.
  • 38. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 38 Global MAKE rankings for SIEMENS AG: distance from top ranking 1-6 over years 1998-2010 11121314151 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 # 1-6 # 6 # 47 # 6 # 13 effective CoP KM … Corporate KM started effective CoP KM … Corporate KM shut down effective CoP KM … strong support for social network- ing, e.g. by CTO KM Casebook published
  • 39. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 39 Additional examples for measurements & controlling in KM knowledge KM state / quality value / impact / importance via knowledge holders: • experts • teams, CoP‘s, … • infor- mation via knowl. portfolio … via k. objectives via result analysis: • success stories • performance correlations • ROI … ROK • … ?
  • 40. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 40 Summary with many success stories k from a km4dev discussion 2009 http://wiki.km4dev.org/wiki/index.php/Benefitting_from_CoPs Aug. 2011
  • 41. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 41 Suggestions for KM success stories – CONTINENTAL example By access to info and knowledge & rapid comm. Channels By a fast access to experts, knowledge assets, and information about customers, markets and branches By an optimized collaboration of all employees By reducing the quantity of more or less useless email communication By reusing working products By not repeating costly mistakes By faster integration of new employees By reduced training costs By a homogenous IT-infrastructure By reduced travel expenses By leveraging world- wide competence (smaller locations profit from know- how of bigger locations) By exchanging best practices and quality-proofed solutions By using communities as international think tanks Reduce Costs Save Time Increase SalesImprove Quality General Benefits High-quality work due to reduction of pitfalls Networking with colleagues worldwide provides opportunities for personal development Knowledge transfer without an overload for one expert Job security and career advance-ment – shared knowledge helps you to perform well By a fast access to experts, knowledge assets, and information about customers, markets and branches By improving work efficiency due to more qualified employees By doing more projects per time By cross selling through a high customer satisfaction By using KM as a strong sales argument Success stories have to be absolutely reliable – experiences from SANOFI-AVENTIS: • clear concrete calculation of value contributions • absolutely careful „conservative“ evaluations • transparent sources, e.g. authors & contributors • approvement by related management (with names) rich resources for KM Success Stories, e.g. http://www.nickmilton.com/search/label/success%20story
  • 42. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 42 This paper focuses on knowledge sharing as an important area in the study of knowledge management (KM). The paper's primary goal is to examine how health-care practices employ knowledge sharing tools and processes to the benefit of their daily work processes. In addition, the study seeks to understand how knowledge sharing would contribute to practices' performance. Adopting a qualitative approach, four health care practices were selected from within a research network to represent larger and smaller practices with different performance levels, two high-performing practices (HP) and two low-performing practices (LP), using standard clinical and health care practice measures. Data collection and analysis involved several iterative steps including interviews and field notes of observations. Four case studies were developed reflecting how each practice implemented knowledge sharing tools and processes and how this implementation influenced performance. The study found that all of the four practices manifested and implemented knowledge sharing tools including knowledge artifacts; sharing social tools, meetings, and communication channels; and processes including training and apprenticeship and communities of practices; however, the level of implementation varied among the four practices. A comparison of the high-performing and low-performing practices showed that even though the high-performing practices implemented and invested more in knowledge sharing, knowledge sharing processes and tools were not completely integrated throughout the practices including the high performing ones. Moreover, in all practices there was little evidence of encouragement to efficiently use knowledge sharing tools either among staff members or between patients and the practice. Performance correlations: comparing organizations in KM and business performance – examples: US Health Care Practices (2008) & firms survey (2011) McInerney, C. R., et al: Knowledge management tools and processes in U.S.A. primary health care: Analysis of four case studies . Knowledge management: Competencies and professionalism, Proceedings of the International Conference on Knowledge Management 2008, Hawamdeh, S. et. al. (Eds.), Hackensack, NJ: World Scientific. Key results from 3200 firms: KM is correlated with … • highest relevance: employee motivation • strong relevance: innovation capability • significantly positive: competitive ability • relatively weak: monetary indicators source: KM study, Pawlowski et al. 2011 (in German)
  • 43. Page 43 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Most Urgent Requests receive a response within the first 30 minutes Corporate Problem Solving Success Median for first response time (moving window over 365 days) Mandatory reason from Business Impact > €1 Miliion Ecosystem Expansion 0 10 20 30 40 50 60 MedianUrgentRequestFirstResponseTime(minutes) Month TechnoWeb  KM performance source: http://www.slideshare.net/heisss/wima-siemens-v11public
  • 44. Page 44 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved The higher the Business Impact level, the higher the probability that it is answered Corporate Problem Solving Success Monitoring of Business Impact Level (BI) of unanswered Urgent Requests 0 1 2 3 4 5 6 7 8 9 10 BI € 1000 BI € 10 000 BI € 50 000 BI € 250 000 BI € 1 000 000 1) 1) Unanswered Urgent Request was too specific TechnoWeb  KM impact Key Figures Corporate Problem Solving: Urgent Request  Ø 30 Mio.€/year accumulated business impact  Ø 7 Replies / Urgent Request (w/o Author’s comment)  Median: 31 minutes for first response source: http://www.slideshare.net/heisss/wima-siemens-v11public
  • 45. Page 45 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Strategy: value steering focuses on the value (RIP) – the benefit (ROI) follows as a consequence Driver Tree for the TechnoWeb Balanced Score Card 2014 GrowthActivity Value (RIP) Benefit (ROI) Attract New Users # of new users per month, total # of users Foster Cross-Sector Communication Avg. # of sectors / network (quarterly) Enrich Targeting Information (Digital Trace) Avg. level, histogram of tag assigned (quarterly) Corporate Problem Solving Success Urgent Request Success Rate (including monitoring1) of Business Impact level of unanswered Urgent Requests), median of first response time (moving window over 12 months) Generate Business Impact Σ Business Impact in € of Urgent Request with reply (moving accumulation over 12 months) 1) Increase Retention retention rate (%) of not new users within 1 full month / 12 months 2) Trigger Cross-Sector Collaboration Avg. # of sectors / Urgent Request Provide Targeted Audience for Written Content (Write) write rate (%) of not new users within 1 full month / 12 months 2) Increase Recommendations # of invite activities / month Increase Moderated Content Total # of Technology Portals Provide Simple Interactions (Activity) activity rate (%) of not new users within 1 full month / 12 months2) Encourage Users to Join Networks # of users with network memberships 1) Details in monthly analysis 2) Details per cohort monthly and annually An improvement of A leads to an improvement of B (thick lines: strong dependency)BA TechnoWeb  KM impact source: http://www.slideshare.net/heisss/wima-siemens-v11public
  • 46. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 46 Does knowledge management produce practical outcomes? Peter Rex Massingham and Rada K. Massingham, VOL. 18 NO. 2 2014 JOURNAL OF KNOWLEDGE MANAGEMENT PAGE 251 “… Third, do not focus on financial gain. While you can try to identify the cost savings or return on investment from KM, it is very difficult to convince senior practitioners that KM can directly influence the bottom line” May 2014
  • 47. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 47 top-down Knowledge Strategy - management – middle-top-down KM Strategy - KM support organization – bottom-up K & KM Strategy - knowledge worker – higher business performance ? measuring business state & value measuring k quality and impact measuring KM state & impact improved k quality higher k work performance improved KM systems impact of other support/ mngt. disciplines & … no mono-causal relationship uWhy is there no direct causal connection between KM performance and business performance? k = knowledge
  • 48. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48 Exercise: quick & dirty KM State & Needs Analysis – how is the situation in your organization today? KM process comment importance effectivity Find the appropriate document / information Find the appropriate CoP Find the appropriate expert Leaving Expert Debriefing Lessons Learned Sharing Creating a COP and collaborating within very important important not relevant ok medium unsufficient
  • 49. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 49 Knowledge Strategy – task of the Management Team Focus: Measuring knowledge and KM – state, quality, value and importance KM strategy – task of the KM support organization Focus: KM program to successfully implement KM Agenda
  • 50. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 50 uKM strategy – objectives and implementation plans of the KM support organization – examples see KM4 – KM support organization mid-term KM roadmap? there have to be strategies for those tasks, e.g. … for k marketplaces we will change to SharePoint combined with social media … and co-operate with …;
  • 51. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 51 Knowledge Strategy – task of the Management Team Focus: Measuring knowledge and KM – state, quality, value and importance KM strategy – task of the KM support organization Focus: KM program to successfully implement KM Agenda
  • 52. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 52  Knowledge Strategy  most urgent KM actions for the business  KM requirements from management perspective  KM Analysis as-is/to-be  Which KM instruments are necessary / have to be improved?  KM requirements from all knowledge workers perspective Revision: Knowledge Strategy and KM Analysis – interplay Prio-1 ?
  • 53. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 53 Integrating Knowledge Strategy results and draft roadmap as basis for the KM program – example Transfer Knowledge Find & Navigate Social Networking locate expert and learn locate team/work group/community locate information and learn apply meta data improve for social intranet build community & collaborate share/promote innovation strategy reuse Lessons Learned Team Briefing & Debriefing continuous expert knowl. retention leaving expert debriefing improve idea management customer/partner relationship mngt. 2013 urgent in Prio-1 k. areas: knowledge area A knowledge area B knowledge area C additionally from the management team‘s Knowledge Strategy • additional KM tasks, e.g. for subject matter experts • additional managerial and organizational improvement measures, e.g. concerning k. & innovation culture example: urgent in 3 business-critical knowledge areas  re-arrange KM roadmap?
  • 54. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 54 knowledge as-is KM systems – as-is KM systems – to-be vision – mission – strategy uSummarizing: K Strategy … KM Strategy …KM Program … KM systems knowledge to-be ? business to-be business transformation Knowledge Strategy shared under- standing … modification business as-is KM State & Needs Analysis (mid-term) KM roadmap … KM Strategy KM Program as-is KM Program to-be
  • 55. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 55 uRecommendation: Successful KM implementation / improvement for a business unit / sector / organization preliminary KM-Roadmap knowledge worker buy-in KM State & Needs Analysis Knowledge & KM measures focused by business strategy management involvement Knowledge Strategy KM-Mentor … steering board? KM community inter-disciplinary KM team implementation & „operation“ taylored KM Program + mid-term KM-Roadmap KM program definition
  • 56. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 56 Intellectual Capital Statement – Knowledge Balance reporting and improvement  define relevant indicators for Human Capital | Structural Capital | Relationship Capital  measure / evaluate as-is indicators and define to-be  derive important drivers related to business and relate with indicators  derive KM / Intellectual Capital Mngt. measures more information …  Rory L Chase: Intellectual capital reporting. Emerald, 2007  http://www.akwissensbilanz.org/index-en.htm  Guideline and free software (in German): http://www.akwissensbilanz.org/Infoservice/Infomaterial/WB-Leitfaden_2.0.pdf  see papers / books from Leif Edvinson Other K and KM planning instruments – example examples: (HC) # annual training days / employee (SC) # processes with reference model (RC) # customer visits / year
  • 57. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 57 Knowledge Strategy – task of the Management Team Measuring knowledge and KM – state, quality, value and importance KM strategy – task of the KM support organization KM program to successfully implement KM Summary & discussion Prio-1
  • 58. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 58 Contact Dr.-Ing. Josef Hofer-Alfeis Consulting for Knowledge and Innovation Management Josef-Sterr-Str. 4, 81377 München, Germany T +49 89 85661623 M +49 173 9775943 Email josef.hofer-alfeis@amontis.com Skype JHofer-Alfeis BrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html XING https://www.xing.com/profile/Josef_HoferAlfeis Public Maven profile: http://www.maven.co/profile/5Anc2u3D Twitter HoferAlfeisJ Bookmarking http://del.icio.us/HoferAlfeisJ Facebook http://www.facebook.com/profile.php?id=1800807835#!/ yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm Partner Competence Center Knowledge | Innovation | Intellectual Capital Mgt. Amontis Consulting AG Kurfürsten Anlage 34 D-69115 Heidelberg www.amontis.com
  • 59. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 59 Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014 BOOKS:  Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013  Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X  Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091  Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2  Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819  Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3- 9810595-4-0 LINKS:  www.knowledgebusiness.com  www.apqc.org/membership-knowledge-management  www.pwm.at  www.c-o-k.de/index.htm  www.xing.com/net/pri3b94dax/knowledgemanagement/  www.xing.com/net/wm  www.wissenmanagen.net/  www.cogneon.de  www.eknowledgecenter.com  Bookmark services from JHA:  JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks  Important discussion forums for KM & Innovations Mngt. (selction): http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren JOURNALS:  Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)  Journal of Knowledge Management (Fokus Forschung; englisch)  KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml COMMUNITIES OF PRACTICE / BODIES: WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten, z.B. gfwm-regional München: http://www.gfwm.de/group/121 BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:  Improving Knowledge Management for Service Organizations, Munich Re, Communities Meeting, Hohenkammer 2014  Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit- twitter?from=new_upload_email  Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement - Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband 2011, www.knowtech.net  ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie- Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675  Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech Konferenzband 2009, www.knowtech.net  Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009  ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn  ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net  ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,  ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;  ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39  ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess- Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx  ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net  ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net  ~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719- 728
  • 60. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 60  Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program  Moderation of developing a knowledge strategy with the business strategy by the management team  Support of KM strategy definition, KM implementation and controlling  Systematic and transparent design of expert career systems based on a knowledge strategy  Support with specific KM / InnoM instruments – examples:  Debriefing of teams or leaving experts  Development and improvement of communities of practice and other social networks  Coaching by development of an individual knowledge strategy / KM program Dr.-Ing. Josef Hofer-Alfeis: Consulting Offerings for KM and Innovation Mngt. (InnoM)