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A brief introduction to Knowledge Management

This document provides an introduction to knowledge management. It discusses key topics such as the definition of knowledge management, the people, processes, and technologies involved, and intellectual capital. It also addresses strategies for knowledge management, competitive forces, tactics, and creating a knowledge sharing culture. The overall document aims to provide a high-level overview of knowledge management.

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A Brief Introduction to … Knowledge Management Cambriano Energy, Good Strat Blog, Iniciativa Consulting & Martyn Jones Europe cambriano.es martyn.jones@cambriano.es Telephone: +34 618 471 465 martyn.jones@cambriano.es
Theme: An Introduction to … Knowledge Management Objective: Gain a high-level understanding of KM Topics: KM People, Process and Technology Authors: Martyn Jones & M-C Portillo. Iniciativa Consulting. Cambriano Enrgy. Open Knowledge Methodology. Duration: Approx. 45 minutes Agenda martyn.jones@cambriano.es
Copyright © 1992-2000 Iniciativa Org, S.L. Page 3 KM Quotes “Knowledge management is all there is in our company. We live and die on our intellectual property…acquiring knowledge quickly…moving it around the company very quickly…it’s all about knowledge transfer...starting with the customer.” Lew Platt HP The Performance Group Consortium May 1997 martyn.jones@cambriano.es
What is Knowledge Management? martyn.jones@cambriano.es
Copyright © 1992-2000 Iniciativa Org, S.L. Page 5 Ideas About Knowledge Management – 1/4 Helping – to manage complexity, change, speed and know-how in increasingly informal, ambiguous and opportunistic business environments Helping – business to really know what their know-how is Helping – to improve the quality of decision making through the supply of adequate, appropriate and timely information and knowledge martyn.jones@cambriano.es martyn.jones@cambriano.es
Ideas About Knowledge Management – 2/4 Helping – to drive continuous improvements in quality and innovation Helping – to formulate new best principles and best practices Helping – to achieve greater business intensity, intimacy, complicity and agility martyn.jones@cambriano.es
Ideas About Knowledge Management – 3/4 Helping – to create a culture of sharing and collaboration Helping – to promote the creation and management of Structured Intellectual Capital Helping – employees locate skills and experience martyn.jones@cambriano.es
Ideas About Knowledge Management – 4/4 Helping – business to identify ways to encourage employees to share know-how Helping – business to assess states of readiness in terms of technology, culture, economics and politics Helping – to exploit knowledge and to connect people martyn.jones@cambriano.es
Human Capital – the capabilities of the individuals required to provide solutions to customers Structural Capital – capabilities of the organization to meet market requirements Customer Capital – value of an organization’s relationships with the people with whom it does business Language of KM – 1/3 martyn.jones@cambriano.es
Language of KM – 2/3 Customer Intimacy – increasing customer knowledge Customer Intensity – sharing know-how with the customer Agility – rapid learning and intellectual capital reuse Intellectual Capital – know-how martyn.jones@cambriano.es
Language of KM – 3/3 Knowledge Based Products – unique value propositions based on associated knowledge content Innovation – creating new information and know-how Process and Product Quality – sharing information and know-how related to work practices, processes and quality innovations martyn.jones@cambriano.es
KM: Business Imperatives Industrial - making & moving Information - transactional natural resources based people based things know how = ideas measure cost & quality measure time & quality currency = $, €, cost currency = innovation capitalistic economy network economy CSF = low cost producer CSF = fast learning organisation centralized & controlled decentralized & shared linear & predictable chaotic & complex change slow change exponential economy of scale economy of integration bottom line = cost bottom line = speed & quality martyn.jones@cambriano.es
KM: Decisions, Decisions • focus on the core business • outsource non-core activities • Understand buy and build options • focus on asset life cycle • focus on portfolios • partner & collaborate • and be more profitable now! martyn.jones@cambriano.es
Competing with KM martyn.jones@cambriano.es
Page 15 Competition from within the industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Competitive Forces and KM Design by Iniciativa Consulting Government
Page 16 Competition from within the industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Competition from within the industry: When, where, how, why and with what to compete. Conditioning factors in the making and breaking of alliances. Competitive Forces and KM Design by Iniciativa Consulting Government
Page 17 Competition from within the industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Competitive Forces and KM Design by Iniciativa Consulting Government Buyers: Marketing and Sales intelligence and know-how. Matching needs with products, services and value propositions. Customer intimacy and intensity.
Page 18 Competition from within the industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Suppliers: Supply chain management and associated information management allows customers to have a much clearer relationship with suppliers. Competitive Forces and KM Design by Iniciativa Consulting Government
Page 19 Competition from within the industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Competitive Forces and KM Design by Iniciativa Consulting Government Potential Entrants: IM and KM that uses external market information can help businesses to anticipate possible and probable market incursion.
Page 20 Competition from within the industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Replacements: Replacement products and services … difficult to pick up on the business radar. KM in the form of a Digital Network facilitates awareness Competitive Forces and KM Design by Iniciativa Consulting Government
Page 21 Competitive Forces and KM Design by Iniciativa Consulting Competition from within the industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Government
Strategy and KM martyn.jones@cambriano.es
Page 23 Strategy Skills Shared Values Structure Systems Staff Style Source: McKinsey & Co. Elements of Strategy and KM Design by Iniciativa Consulting
Page 24 Strategy Skills Shared Values Structure Systems Staff Style Strategy: The major objectives of an organization and the policies and strategies that govern the acquisition, use and disposition of resources to achieve those objectives depends on information and knowledge Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
Copyright © 1992-2000 Iniciativa Org, S.L. Page 25 Strategy Skills Shared Values Structure Systems Staff Style Shared Values: common assumptions about what the business is trying to achieve, how it should go about its work, how people should deal with each other, and how issues that arise ought to be tackled. Clearly, the sharing of values depends on information and knowledge Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
Page 26 Strategy Skills Shared Values Structure Systems Staff Style Skills: Skills can be defined as the competencies the organization needs in its people in order to perform required activities to the desired standard. Information and knowledge are important ingredients here. Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
Page 27 Strategy Skills Shared Values Structure Systems Staff Style Structure: Structure is concerned with how the business breaks down its activities into distinct elements and how these elements are coordinated. KM and IM are critical to success in this area. Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
Page 28 Strategy Skills Shared Values Structure Systems Staff Style Systems: The systems used by the business should reflect the aims of accountability, professionalism and constancy of purpose. KM is key in ensuring the permanent alignment of people, systems and business needs. Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
Page 29 Strategy Skills Shared Values Structure Systems Staff Style Staff: Ensuring that business has the right people with the right capabilities available to address business needs and the needs of people. KM plays a role in providing staff with know-how and the business with solutions. Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
Page 30 Elements of Strategy and KM Design by Iniciativa Consulting Strategy Skills Shared Values Structure Systems Staff Style Style: Style is the philosophy, values and shared beliefs adopted by people in their use and abuse of power. KM can be used to ensure that corporate and personal styles are consistent and coherent. Source: McKinsey & Co.;Martyn R Jones and others
Page 31 Elements of Strategy and KM Design by Iniciativa Consulting Strategy Skills Shared Values Structure Systems Staff Style Source: McKinsey & Co
Tactics and KM martyn.jones@cambriano.es
Page 33 Tactics and KM: Ten Myths I • Myth 1: KM should be used to deliver best products and services to the marketplace KM should be used to support the formulation, implementation and execution of business strategies KM should be used to provide customers with what they want in the way that a business wants to meet those needs • Myth 2: KM based accelerated innovation guarantees commercial success KM might be used to create a better mousetrap but cannot ensure the commercial success of a better mousetrap • Myth 3: Only the Knowledgeable Survive An extremely elitist and mistaken view of the role of KM Being knowledgable facilitates an ability to “walk the talk” Experience ensures that business can “walk the walk” martyn.jones@cambriano.es
Page 34 Tactics and KM: Ten Myths II • Myth 4: Knowledge drives decision support like no other Knowledge drives nothing without the intervention of one or more humans who can add value to information • Myth 5: KM lets business lead change You can theoretically lead a horse to water, but you cannot make it drink – especially if you don’t have a horse • Myth 6: KM lets business predict the future by using the past as a guide The same circumstances occurring at different times will not guarantee consistent outcomes There are no new birds in last years nests – Miguel de Cervantes martyn.jones@cambriano.es
Page 35 Tactics and KM: Ten Myths III • Myth 7: Knowledge brings quality to products and services Not intrinsically true – adequate, appropriate and timely information can also b used to achieve the same thing • Myth 8: Documentation Management is not KM A document is one of the most important forms used for know- how transfer therefore the management of the media is consistent with the management of know-how • Myth 9: KM is the evolution of Data Warehousing A rumor spread by opposing bands of 1990’s Technology Strategists and 1960’s Systems Thinkers • Myth 10: KM is only for Knowledge Intensive Businesses KM is like power management and electricity – no business should be without it martyn.jones@cambriano.es
Intellectual Capital martyn.jones@cambriano.es
Page 37 Financial Non-Financial TangibleIntangible • Increased sales win rates • Increased utilization • Reduced communications costs • Marketing best practices • Logistics savings • Know-how for competitive advantage and faster time to market • Return on pre-sales investment • Faster staff induction • Consistent quality • Reduced churning • Greater customer intensity • Closer alignment of elements of strategy • Quality of worklife • Increased market visibility • Retention of know-how • Faster innovation • Increased visibility of innovation KM: Accruable Benefits martyn.jones@cambriano.es
Page 38 Human Intellectual Capital Structured Intellectual Capital KM: What Is Intellectual Capital High-value knowledge Market Value Intellectual Capital Financial Capital martyn.jones@cambriano.es
Page 39 Structured Intellectual Capital Human Intellectual Capital KM: Human and Structured Intellectual Capital martyn.jones@cambriano.es
Page 40 Tacit Knowledge • Personal, context-specific knowledge • Resides in an individual • Relies on experiences, hunches and insights Explicit Knowledge • Formal, documented knowledge • Can be conveyed from one person to another through documents, images and other deliberate communication mediums KM: There Are Two Types Of Knowledge martyn.jones@cambriano.es
Page 41 Interpretation – Identifying scenarios and series of events Prediction - Inferring likely consequences of given situations Diagnosis - Inferring system malfunctions from observables Design - Configuring processes subject to constraints Planning - Designing actions Monitoring - Comparing observations to plan vulnerabilities Debugging – Identifying and describing improvements Repair - Executing a plan to administer a prescribed remedy Instruction - Diagnosing, understanding and improving process behavior Control - Interpreting, predicting, improving and monitoring process behavior KM: Various Uses of Knowledge martyn.jones@cambriano.es
From Knowledge Spiral To Structured Intellectual Capital martyn.jones@cambriano.es
Page 43 Tacit Knowledge Explicit Knowledge from to Externalization CombinationInternalization Socialisation The Knowledge Spiral Builds Intellectual Capital Tacit Knowledge Explicit Knowledge martyn.jones@cambriano.es
Page 44 The KM Team Focus Focus on knowledge flow and content that is of most value for the business Align with values, vision, strategies and competitive forces Develop processes for contribution, use and revitalization Establish security standards and practices Create roles and responsibilities Establish measures of content and technical quality Don’t forget: a technology environment alone will not enable Knowledge Management martyn.jones@cambriano.es
Page 45 Top consultants who actively share their knowledge dramatically increase their value. Leveraging other people's knowledge, experience and deliverables to increase our quality and efficiency is desired behavior. Innovation is highly valued when both successes and failures are shared Time spent increasing the knowledge and confidence of other consultants is a highly valued activity Knowledge Sharing Values martyn.jones@cambriano.es
Page 46 The Iniciativa OpenKnowledge Common Interest Community Process Onboarding Planning Learning Sessions Apply Lessons Learned Meeting to describe CoP process and roles Identify CoPs and Leads Establish Planning session dates for each CoP Conference call with each CoP lead and SMEs Identify CoP objectives and initial topics Identify potential participants Invite participants Exchange knowledge, experiences, tools and templates Capture knowledge opportunities for skill development Indentify topics and logistics for next session Integrate learning and experience of others into project work Develop collateral; combine new knowledge with existing methodologies Provide access to documented knowledge via technology Reflect and learn •CoPs - Communication of Communities of Practice; their goals, meeting schedules and topics •Highlight and share successes, lessons learned and business results Practice/Program Leaders CoP Leads SMEs Knowledge Facilitators CoP Lead SMEs Knowledge Facilitators CoP Participants SMEs Knowledge Factilitators CoP Participants Key Roles: Ongoing: martyn.jones@cambriano.es
Page 47 Knowledge Processes & Structured Intellectual Capital Tacit Explicit Practice Principles Process Gathering Process SIC Synthesis and Create Repository Process Business Process Individuals Communities Common Interests Structured IC Types of Vision Common Interest Process Mentoring Process martyn.jones@cambriano.es
Page 48 Outcome: Createa sense of community Outcome: Pervasive knowledgesharing Create the Foundation On-goingLearningand Communication Outcome: Design systemicenvironment Build & Launch the Environment Permeate the Environment KM Snapshots Communities Of Practice Knowledge Sharing Forums Knowledge Technology The Knowledge Spiral: Continuous Knowledge Sharing and Learning Accelerating Knowledge Management martyn.jones@cambriano.es
Page 49 1. Exchange ideas 2. Exchange tools / templates 3. Integrate into other documents and media 4. Apply in practice 6. Share with community 5. Reflect and learn What is the Knowledge Spiral? martyn.jones@cambriano.es
Page 50 1.Exchange Ideas Learning Communities ProjectSnapshots Who tocall? 2.Capture Ideas, Insights, Lessons Learned Capture/Document Use tools/templates Classification/categories 3.Make Available/ Distribute Integrate into other documents Send Notifications 4.Apply in Practice Find answers to business issues Reflectand Revise Publish Access Capture Learn Tools Profiling Collaborative Environment Electronic Communication Tools Object/Document Management Authoring/Publishing Abstracting Categorization Electronic Communication Tools Intelligent Agents Broadcasting & Narrowcasting Searching Engines Electronic Communication Tools Browsing/Navigational Intelligent Agents Search Engines Tracking Tools Security Collaborative Environment IT must enable the Knowledge Spiral martyn.jones@cambriano.es
Harmonization and KM martyn.jones@cambriano.es
Page 52 KM: Questions Of Harmonization • People are at the centre; not technology; not process  people-as-ends versus money-as-ends • Middle Management filled the knowledge sharing role between business strategies and high-technical operational activities  who knows best how to do this?  now that we know, can we do it again in the future? • Soft issues - culture & leadershipare really the hard (difficult) issues. Hard issues - technology & measurement are soft (easy) issues martyn.jones@cambriano.es
Page 53 KM: Questions Of Harmonization • Do we solve complex problems approximately or simplified problems exactly? • Learning faster and better than your competitor is the only sustainable competitive advantage • Honesty, Trust, Humility and Open Conversation between people is essential and unavoidable if success is really required • “Business at the speed of need” and “Time to think” are absolutely essential – Iniciativa Consulting martyn.jones@cambriano.es
Page 54 KM: Questions Of Harmonization • Positive Attitude • Behavior & Skills • Positive Value & Culture Systems • Value Relationships • Strong Work Ethos • Reward system aligned with value system • Better Decisions • Personal & Team Qualities – honesty – trust – humility – open conversation • Objective knowledge • Subjective knowledge • Knowledge of evolutionary consequences • Legacy builder martyn.jones@cambriano.es
Page 55 Harmonising People, Technology & Process TECHNOLOGY knowledge tools for information sharing PROCESSES integrated life cycle processes focused on E&P asset & model driven learning PEOPLE multi-disciplinary teams / groups working together to solve common business problems in non-competitive areas martyn.jones@cambriano.es
Page 56 Second Iteration Pilot Analyze Design Construct Test ImplementReview Scope KM: Typically Iteration Critical First Iteration martyn.jones@cambriano.es
Page 57 KM: Knowledge and Wisdom I never waste memory on things that can easily be stored and retrieved from elsewhere. Albert Einstein Knowledge is of two kinds. We know a subject ourselves, or we know where we can find information upon it. Samuel Johnson martyn.jones@cambriano.es
Page 58 KM Value Platform Human Capital Customer Capital Structural Capital The merging of three types of capital, along with KM, creates the desired outcome … an organization so aligned and balanced as to create the best possible value. Financial Capital martyn.jones@cambriano.es
Page 59 Market to Book RatioCustomer Capital Measures Human Capital Measures Structural Capital Measures Turnover rate New Product sales(%total) Employee attitude Database replacement costs Working Capital Customer retention Brand Equity Customer Satisfaction Ratio of sales to admin. costs Business Intellectual Capital martyn.jones@cambriano.es
Copyright © 1992-2000 Iniciativa Org, S.L. Page 60 Creating the KM Foundation Knowledge Mapping A process to identify knowledge and skills needed to sell or deliver a solution Knowledge Snapshots Common Interest Communities Knowledge Mapping Knowledge Snapshots A process by which approaches, insights, and deliverables are captured from the experience of individuals and teams Common Interest Communities A process for people to connect with other people to acquire, exchange and build knowledge martyn.jones@cambriano.es
The Iniciativa IM Pyramid martyn.jones@cambriano.es
Page 62 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Page 63 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Page 64 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Data: We all know what data is. One or more of a series of symbols that possibly signify something or other to someone or something at some moment in time. martyn.jones@cambriano.es
Page 65 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Information: The result of putting data into context. Knowledge Management is highly dependent on adequate, appropriate and timely information. martyn.jones@cambriano.es
Page 66 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Knowledge: The result of interpreting and understanding information. Business understanding and representation of know-how. martyn.jones@cambriano.es
Page 67 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Page 68 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Page 69 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it. martyn.jones@cambriano.es
Page 70 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Understand: In order to be able to identify opportunities for the reuse of information it is necessary to understand what that information represents. Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it. martyn.jones@cambriano.es
Page 71 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Understand: In order to be able to identify opportunities for the reuse of information it is necessary to understand what that information represents. Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it. Use: In order to add value to the KM process it is necessary to apply information and know- how in a way that benefits the business. martyn.jones@cambriano.es
Page 72 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Page 73 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Page 74 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information. martyn.jones@cambriano.es
Page 75 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information.Content: information must convey usable levels of content – sufficient enough to be significant and small enough to be usable martyn.jones@cambriano.es
Page 76 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information.Content: information must convey usable levels of content – sufficient enough to be significant and small enough to be usable Context: Information must be related to contexts in which it has been created, context can ascertained when information is uncovered. martyn.jones@cambriano.es
Page 77 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Page 78 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Page 79 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Strategic: Knowledge and information are used to formulate and drive strategic thinking and planning. martyn.jones@cambriano.es
Page 80 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Strategic: Knowledge and information are used to formulate and drive strategy thinking and planning. Tactical: Information Management plays a key role in the process of tactical decision making martyn.jones@cambriano.es
Page 81 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. Strategic: Knowledge and information are used to formulate and drive strategy thinking and planning. Tactical: Information Management plays a key role in the process of tactical decision making Operational: Decision making has become all pervasive and IM ensures that operational decision makers have the support needed. martyn.jones@cambriano.es
Page 82 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The Iniciativa IM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
Ongoing Understanding martyn.jones@cambriano.es
Page 84 Continued development of organizational capability Implemention and integration of SIC processes Evolving organization and technology infrastructure Infrastructure Managing Results Oriented Knowledge Building and Deploying The KM Environment martyn.jones@cambriano.es
Page 85 KM: Business Benefits and Features Better Control Lower Risk Improved Profitability • Leverage from a base of successful tools and approaches • More predictable results • Less dependent on single individuals • Ability to more easily achieve business results • Efficient process design, delivery end execution • Opportunity to value price martyn.jones@cambriano.es
Page 86 KM: Roles in the Transition to a Learning Organization • Embrace the process • Leverage ‘learnings’ from past snapshots • Encourage employees to share and leverage knowledge from others • Recognize and reward desired behaviors • Actively share, leverage and document knowledge • Become a Knowledge Master KM Snapshots Mentoring Process Role Model martyn.jones@cambriano.es
Page 87 KM: The Knowledge Elaboration Environment Domain Experts Info Experts IT Experts Knowledge “Creation” and Organizational Effectiveness Knowledge Organization Enlightenment Knowledge Infrastructure Process Efficiency Source: Chun Wei Choo Information Management for the Intelligent Organization martyn.jones@cambriano.es
Page 88 Knowledge Management Technology Orientation Source: Microsoft Corporation • Knowledge Services: Centralized management, seamless delivery and tracking of a company's knowledge assets – including Structured Intellectual Capital • Collaboration—Sharing Tacit Knowledge Across Time and Distance: The integrated collaborative capabilities of Microsoft Office and Microsoft Exchange Server allow users to innovate together within their familiar productivity tools. • Content Management—Capture and Manage Explicit Experience: Content-management technologies allow people to capture, codify, and organize experiences and ideas in central repositories that enable seamless, intuitive access to an entire organization. • Analysis—Turning Business Data into Knowledge: Being able to quickly spot trends in financial and line of business data allows decision-makers to plan better strategies. • Search and Deliver—Bringing Knowledge to Teams and Communities: Building teams and communities across a dispersed organization is possible with portals built on personalized, cross-enterprise search and delivery technologies. • Tracking & Workflow—Capture and Enforce Best Practices: Tracking services allow companies to identify best practices by measuring successes, while workflow tools enable the creation of process-based applications to ensure that the practices are followed and measured. martyn.jones@cambriano.es
Page 89 KM: Creative Confluence and Collaboration Data Compression Techniques Proliferation of cheap, powerful computers Improved data communication Knowledge workers in the information age Emergence of the Network Economy Emergence of multi- media entertainment DIGITAL NETWORK Collapsing Telco charges martyn.jones@cambriano.es
Summary martyn.jones@cambriano.es
Page 91 Summary Knowledge Management is an excellent opportunity to: • manage a greater number of options and opportunities • manage larger amounts of information • enable greater sophistication in aligning business processes with the needs of the business Knowledge Management drives a more subtle and pervasive management of business information Knowledge Management highlights: • the waste and misuse of talent, invention and know-how, and • proposes tangible and effective solutions Knowledge Management helps create an environment of communication, cooperation and collaboration that other management initiatives have failed to provide martyn.jones@cambriano.es
Page 92 Summary • Business depends on the correct management of assets • Information and know-how assets are managed by KM • KM relies on Knowledge Spirals • Knowledge Spirals depend on People • People work Communities of Practice and share information in Communities of Interest • People create, communicate, collaborate and innovate with other People • Communication and collaboration can be facilitated by Information Technology • KM is People Driven, Process Focused and frequently technology based martyn.jones@cambriano.es
Page 93 Summary • Want to know more about Knowledge Management, Learning Spirals, Communities of Practice? • Thinking of using Knowledge Management? • Planning to purchase hardware, software and services for your KM project? • Started a KM project and don’t know what to do next? SEE A SPECIALIST! Martyn Jones, Iniciativa Consulting http://www.martynjones.eu martyn.jones@cambriano.es
Page 94 Thank you for your attention Cambriano Energy http://www.cambriano.es Good Strat Blog http://www.goodstrat.com Martyn Jones, Iniciativa Consulting http://www.martynjones.eu martyn.jones@cambriano.es
A Brief Introduction to … Knowledge Management Cambriano Energy, Good Strat Blog, Iniciativa Consulting & Martyn Jones Europe cambriano.es Telephone: +34 618 471 465 martyn.jones@cambriano.es

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A brief introduction to Knowledge Management

  • 1.
    A Brief Introductionto … Knowledge Management Cambriano Energy, Good Strat Blog, Iniciativa Consulting & Martyn Jones Europe cambriano.es martyn.jones@cambriano.es Telephone: +34 618 471 465 martyn.jones@cambriano.es
  • 2.
    Theme: An Introductionto … Knowledge Management Objective: Gain a high-level understanding of KM Topics: KM People, Process and Technology Authors: Martyn Jones & M-C Portillo. Iniciativa Consulting. Cambriano Enrgy. Open Knowledge Methodology. Duration: Approx. 45 minutes Agenda martyn.jones@cambriano.es
  • 3.
    Copyright © 1992-2000Iniciativa Org, S.L. Page 3 KM Quotes “Knowledge management is all there is in our company. We live and die on our intellectual property…acquiring knowledge quickly…moving it around the company very quickly…it’s all about knowledge transfer...starting with the customer.” Lew Platt HP The Performance Group Consortium May 1997 martyn.jones@cambriano.es
  • 4.
  • 5.
    Copyright © 1992-2000Iniciativa Org, S.L. Page 5 Ideas About Knowledge Management – 1/4 Helping – to manage complexity, change, speed and know-how in increasingly informal, ambiguous and opportunistic business environments Helping – business to really know what their know-how is Helping – to improve the quality of decision making through the supply of adequate, appropriate and timely information and knowledge martyn.jones@cambriano.es martyn.jones@cambriano.es
  • 6.
    Ideas About KnowledgeManagement – 2/4 Helping – to drive continuous improvements in quality and innovation Helping – to formulate new best principles and best practices Helping – to achieve greater business intensity, intimacy, complicity and agility martyn.jones@cambriano.es
  • 7.
    Ideas About KnowledgeManagement – 3/4 Helping – to create a culture of sharing and collaboration Helping – to promote the creation and management of Structured Intellectual Capital Helping – employees locate skills and experience martyn.jones@cambriano.es
  • 8.
    Ideas About KnowledgeManagement – 4/4 Helping – business to identify ways to encourage employees to share know-how Helping – business to assess states of readiness in terms of technology, culture, economics and politics Helping – to exploit knowledge and to connect people martyn.jones@cambriano.es
  • 9.
    Human Capital – thecapabilities of the individuals required to provide solutions to customers Structural Capital – capabilities of the organization to meet market requirements Customer Capital – value of an organization’s relationships with the people with whom it does business Language of KM – 1/3 martyn.jones@cambriano.es
  • 10.
    Language of KM– 2/3 Customer Intimacy – increasing customer knowledge Customer Intensity – sharing know-how with the customer Agility – rapid learning and intellectual capital reuse Intellectual Capital – know-how martyn.jones@cambriano.es
  • 11.
    Language of KM– 3/3 Knowledge Based Products – unique value propositions based on associated knowledge content Innovation – creating new information and know-how Process and Product Quality – sharing information and know-how related to work practices, processes and quality innovations martyn.jones@cambriano.es
  • 12.
    KM: Business Imperatives Industrial- making & moving Information - transactional natural resources based people based things know how = ideas measure cost & quality measure time & quality currency = $, €, cost currency = innovation capitalistic economy network economy CSF = low cost producer CSF = fast learning organisation centralized & controlled decentralized & shared linear & predictable chaotic & complex change slow change exponential economy of scale economy of integration bottom line = cost bottom line = speed & quality martyn.jones@cambriano.es
  • 13.
    KM: Decisions, Decisions •focus on the core business • outsource non-core activities • Understand buy and build options • focus on asset life cycle • focus on portfolios • partner & collaborate • and be more profitable now! martyn.jones@cambriano.es
  • 14.
  • 15.
    Page 15 Competition from withinthe industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Competitive Forces and KM Design by Iniciativa Consulting Government
  • 16.
    Page 16 Competition from withinthe industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Competition from within the industry: When, where, how, why and with what to compete. Conditioning factors in the making and breaking of alliances. Competitive Forces and KM Design by Iniciativa Consulting Government
  • 17.
    Page 17 Competition from withinthe industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Competitive Forces and KM Design by Iniciativa Consulting Government Buyers: Marketing and Sales intelligence and know-how. Matching needs with products, services and value propositions. Customer intimacy and intensity.
  • 18.
    Page 18 Competition from withinthe industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Suppliers: Supply chain management and associated information management allows customers to have a much clearer relationship with suppliers. Competitive Forces and KM Design by Iniciativa Consulting Government
  • 19.
    Page 19 Competition from withinthe industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Competitive Forces and KM Design by Iniciativa Consulting Government Potential Entrants: IM and KM that uses external market information can help businesses to anticipate possible and probable market incursion.
  • 20.
    Page 20 Competition from withinthe industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Replacements: Replacement products and services … difficult to pick up on the business radar. KM in the form of a Digital Network facilitates awareness Competitive Forces and KM Design by Iniciativa Consulting Government
  • 21.
    Page 21 Competitive Forcesand KM Design by Iniciativa Consulting Competition from within the industry Rivalry Suppliers Buyers Replacements Potential entrants Threat of replacements Bargaining power Bargaining power Bargaining power Sources: Michael Porter;Martyn R Jones and others Government
  • 22.
  • 23.
    Page 23 Strategy Skills Shared Values StructureSystems Staff Style Source: McKinsey & Co. Elements of Strategy and KM Design by Iniciativa Consulting
  • 24.
    Page 24 Strategy Skills Shared Values StructureSystems Staff Style Strategy: The major objectives of an organization and the policies and strategies that govern the acquisition, use and disposition of resources to achieve those objectives depends on information and knowledge Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
  • 25.
    Copyright © 1992-2000Iniciativa Org, S.L. Page 25 Strategy Skills Shared Values Structure Systems Staff Style Shared Values: common assumptions about what the business is trying to achieve, how it should go about its work, how people should deal with each other, and how issues that arise ought to be tackled. Clearly, the sharing of values depends on information and knowledge Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
  • 26.
    Page 26 Strategy Skills Shared Values StructureSystems Staff Style Skills: Skills can be defined as the competencies the organization needs in its people in order to perform required activities to the desired standard. Information and knowledge are important ingredients here. Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
  • 27.
    Page 27 Strategy Skills Shared Values StructureSystems Staff Style Structure: Structure is concerned with how the business breaks down its activities into distinct elements and how these elements are coordinated. KM and IM are critical to success in this area. Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
  • 28.
    Page 28 Strategy Skills Shared Values StructureSystems Staff Style Systems: The systems used by the business should reflect the aims of accountability, professionalism and constancy of purpose. KM is key in ensuring the permanent alignment of people, systems and business needs. Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
  • 29.
    Page 29 Strategy Skills Shared Values StructureSystems Staff Style Staff: Ensuring that business has the right people with the right capabilities available to address business needs and the needs of people. KM plays a role in providing staff with know-how and the business with solutions. Source: McKinsey & Co.;Martyn R Jones and others Elements of Strategy and KM Design by Iniciativa Consulting
  • 30.
    Page 30 Elements ofStrategy and KM Design by Iniciativa Consulting Strategy Skills Shared Values Structure Systems Staff Style Style: Style is the philosophy, values and shared beliefs adopted by people in their use and abuse of power. KM can be used to ensure that corporate and personal styles are consistent and coherent. Source: McKinsey & Co.;Martyn R Jones and others
  • 31.
    Page 31 Elements ofStrategy and KM Design by Iniciativa Consulting Strategy Skills Shared Values Structure Systems Staff Style Source: McKinsey & Co
  • 32.
  • 33.
    Page 33 Tactics andKM: Ten Myths I • Myth 1: KM should be used to deliver best products and services to the marketplace KM should be used to support the formulation, implementation and execution of business strategies KM should be used to provide customers with what they want in the way that a business wants to meet those needs • Myth 2: KM based accelerated innovation guarantees commercial success KM might be used to create a better mousetrap but cannot ensure the commercial success of a better mousetrap • Myth 3: Only the Knowledgeable Survive An extremely elitist and mistaken view of the role of KM Being knowledgable facilitates an ability to “walk the talk” Experience ensures that business can “walk the walk” martyn.jones@cambriano.es
  • 34.
    Page 34 Tactics andKM: Ten Myths II • Myth 4: Knowledge drives decision support like no other Knowledge drives nothing without the intervention of one or more humans who can add value to information • Myth 5: KM lets business lead change You can theoretically lead a horse to water, but you cannot make it drink – especially if you don’t have a horse • Myth 6: KM lets business predict the future by using the past as a guide The same circumstances occurring at different times will not guarantee consistent outcomes There are no new birds in last years nests – Miguel de Cervantes martyn.jones@cambriano.es
  • 35.
    Page 35 Tactics andKM: Ten Myths III • Myth 7: Knowledge brings quality to products and services Not intrinsically true – adequate, appropriate and timely information can also b used to achieve the same thing • Myth 8: Documentation Management is not KM A document is one of the most important forms used for know- how transfer therefore the management of the media is consistent with the management of know-how • Myth 9: KM is the evolution of Data Warehousing A rumor spread by opposing bands of 1990’s Technology Strategists and 1960’s Systems Thinkers • Myth 10: KM is only for Knowledge Intensive Businesses KM is like power management and electricity – no business should be without it martyn.jones@cambriano.es
  • 36.
  • 37.
    Page 37 Financial Non-Financial TangibleIntangible •Increased sales win rates • Increased utilization • Reduced communications costs • Marketing best practices • Logistics savings • Know-how for competitive advantage and faster time to market • Return on pre-sales investment • Faster staff induction • Consistent quality • Reduced churning • Greater customer intensity • Closer alignment of elements of strategy • Quality of worklife • Increased market visibility • Retention of know-how • Faster innovation • Increased visibility of innovation KM: Accruable Benefits martyn.jones@cambriano.es
  • 38.
    Page 38 Human Intellectual Capital Structured Intellectual Capital KM: WhatIs Intellectual Capital High-value knowledge Market Value Intellectual Capital Financial Capital martyn.jones@cambriano.es
  • 39.
    Page 39 Structured Intellectual Capital Human Intellectual Capital KM: Humanand Structured Intellectual Capital martyn.jones@cambriano.es
  • 40.
    Page 40 Tacit Knowledge •Personal, context-specific knowledge • Resides in an individual • Relies on experiences, hunches and insights Explicit Knowledge • Formal, documented knowledge • Can be conveyed from one person to another through documents, images and other deliberate communication mediums KM: There Are Two Types Of Knowledge martyn.jones@cambriano.es
  • 41.
    Page 41 Interpretation –Identifying scenarios and series of events Prediction - Inferring likely consequences of given situations Diagnosis - Inferring system malfunctions from observables Design - Configuring processes subject to constraints Planning - Designing actions Monitoring - Comparing observations to plan vulnerabilities Debugging – Identifying and describing improvements Repair - Executing a plan to administer a prescribed remedy Instruction - Diagnosing, understanding and improving process behavior Control - Interpreting, predicting, improving and monitoring process behavior KM: Various Uses of Knowledge martyn.jones@cambriano.es
  • 42.
    From Knowledge SpiralTo Structured Intellectual Capital martyn.jones@cambriano.es
  • 43.
    Page 43 Tacit KnowledgeExplicit Knowledge from to Externalization CombinationInternalization Socialisation The Knowledge Spiral Builds Intellectual Capital Tacit Knowledge Explicit Knowledge martyn.jones@cambriano.es
  • 44.
    Page 44 The KMTeam Focus Focus on knowledge flow and content that is of most value for the business Align with values, vision, strategies and competitive forces Develop processes for contribution, use and revitalization Establish security standards and practices Create roles and responsibilities Establish measures of content and technical quality Don’t forget: a technology environment alone will not enable Knowledge Management martyn.jones@cambriano.es
  • 45.
    Page 45 Top consultantswho actively share their knowledge dramatically increase their value. Leveraging other people's knowledge, experience and deliverables to increase our quality and efficiency is desired behavior. Innovation is highly valued when both successes and failures are shared Time spent increasing the knowledge and confidence of other consultants is a highly valued activity Knowledge Sharing Values martyn.jones@cambriano.es
  • 46.
    Page 46 The IniciativaOpenKnowledge Common Interest Community Process Onboarding Planning Learning Sessions Apply Lessons Learned Meeting to describe CoP process and roles Identify CoPs and Leads Establish Planning session dates for each CoP Conference call with each CoP lead and SMEs Identify CoP objectives and initial topics Identify potential participants Invite participants Exchange knowledge, experiences, tools and templates Capture knowledge opportunities for skill development Indentify topics and logistics for next session Integrate learning and experience of others into project work Develop collateral; combine new knowledge with existing methodologies Provide access to documented knowledge via technology Reflect and learn •CoPs - Communication of Communities of Practice; their goals, meeting schedules and topics •Highlight and share successes, lessons learned and business results Practice/Program Leaders CoP Leads SMEs Knowledge Facilitators CoP Lead SMEs Knowledge Facilitators CoP Participants SMEs Knowledge Factilitators CoP Participants Key Roles: Ongoing: martyn.jones@cambriano.es
  • 47.
    Page 47 Knowledge Processes& Structured Intellectual Capital Tacit Explicit Practice Principles Process Gathering Process SIC Synthesis and Create Repository Process Business Process Individuals Communities Common Interests Structured IC Types of Vision Common Interest Process Mentoring Process martyn.jones@cambriano.es
  • 48.
    Page 48 Outcome: Createasense of community Outcome: Pervasive knowledgesharing Create the Foundation On-goingLearningand Communication Outcome: Design systemicenvironment Build & Launch the Environment Permeate the Environment KM Snapshots Communities Of Practice Knowledge Sharing Forums Knowledge Technology The Knowledge Spiral: Continuous Knowledge Sharing and Learning Accelerating Knowledge Management martyn.jones@cambriano.es
  • 49.
    Page 49 1. Exchange ideas 2.Exchange tools / templates 3. Integrate into other documents and media 4. Apply in practice 6. Share with community 5. Reflect and learn What is the Knowledge Spiral? martyn.jones@cambriano.es
  • 50.
    Page 50 1.Exchange Ideas LearningCommunities ProjectSnapshots Who tocall? 2.Capture Ideas, Insights, Lessons Learned Capture/Document Use tools/templates Classification/categories 3.Make Available/ Distribute Integrate into other documents Send Notifications 4.Apply in Practice Find answers to business issues Reflectand Revise Publish Access Capture Learn Tools Profiling Collaborative Environment Electronic Communication Tools Object/Document Management Authoring/Publishing Abstracting Categorization Electronic Communication Tools Intelligent Agents Broadcasting & Narrowcasting Searching Engines Electronic Communication Tools Browsing/Navigational Intelligent Agents Search Engines Tracking Tools Security Collaborative Environment IT must enable the Knowledge Spiral martyn.jones@cambriano.es
  • 51.
  • 52.
    Page 52 KM: QuestionsOf Harmonization • People are at the centre; not technology; not process  people-as-ends versus money-as-ends • Middle Management filled the knowledge sharing role between business strategies and high-technical operational activities  who knows best how to do this?  now that we know, can we do it again in the future? • Soft issues - culture & leadershipare really the hard (difficult) issues. Hard issues - technology & measurement are soft (easy) issues martyn.jones@cambriano.es
  • 53.
    Page 53 KM: QuestionsOf Harmonization • Do we solve complex problems approximately or simplified problems exactly? • Learning faster and better than your competitor is the only sustainable competitive advantage • Honesty, Trust, Humility and Open Conversation between people is essential and unavoidable if success is really required • “Business at the speed of need” and “Time to think” are absolutely essential – Iniciativa Consulting martyn.jones@cambriano.es
  • 54.
    Page 54 KM: QuestionsOf Harmonization • Positive Attitude • Behavior & Skills • Positive Value & Culture Systems • Value Relationships • Strong Work Ethos • Reward system aligned with value system • Better Decisions • Personal & Team Qualities – honesty – trust – humility – open conversation • Objective knowledge • Subjective knowledge • Knowledge of evolutionary consequences • Legacy builder martyn.jones@cambriano.es
  • 55.
    Page 55 Harmonising People,Technology & Process TECHNOLOGY knowledge tools for information sharing PROCESSES integrated life cycle processes focused on E&P asset & model driven learning PEOPLE multi-disciplinary teams / groups working together to solve common business problems in non-competitive areas martyn.jones@cambriano.es
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    Page 56 Second Iteration Pilot Analyze Design Construct Test ImplementReview Scope KM:Typically Iteration Critical First Iteration martyn.jones@cambriano.es
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    Page 57 KM: Knowledgeand Wisdom I never waste memory on things that can easily be stored and retrieved from elsewhere. Albert Einstein Knowledge is of two kinds. We know a subject ourselves, or we know where we can find information upon it. Samuel Johnson martyn.jones@cambriano.es
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    Page 58 KM ValuePlatform Human Capital Customer Capital Structural Capital The merging of three types of capital, along with KM, creates the desired outcome … an organization so aligned and balanced as to create the best possible value. Financial Capital martyn.jones@cambriano.es
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    Page 59 Market toBook RatioCustomer Capital Measures Human Capital Measures Structural Capital Measures Turnover rate New Product sales(%total) Employee attitude Database replacement costs Working Capital Customer retention Brand Equity Customer Satisfaction Ratio of sales to admin. costs Business Intellectual Capital martyn.jones@cambriano.es
  • 60.
    Copyright © 1992-2000Iniciativa Org, S.L. Page 60 Creating the KM Foundation Knowledge Mapping A process to identify knowledge and skills needed to sell or deliver a solution Knowledge Snapshots Common Interest Communities Knowledge Mapping Knowledge Snapshots A process by which approaches, insights, and deliverables are captured from the experience of individuals and teams Common Interest Communities A process for people to connect with other people to acquire, exchange and build knowledge martyn.jones@cambriano.es
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  • 62.
    Page 62 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
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    Page 63 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
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    Page 64 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Data: We all know what data is. One or more of a series of symbols that possibly signify something or other to someone or something at some moment in time. martyn.jones@cambriano.es
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    Page 65 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Information: The result of putting data into context. Knowledge Management is highly dependent on adequate, appropriate and timely information. martyn.jones@cambriano.es
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    Page 66 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Knowledge: The result of interpreting and understanding information. Business understanding and representation of know-how. martyn.jones@cambriano.es
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    Page 67 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
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    Page 68 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
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    Page 69 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it. martyn.jones@cambriano.es
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    Page 70 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Understand: In order to be able to identify opportunities for the reuse of information it is necessary to understand what that information represents. Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it. martyn.jones@cambriano.es
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    Page 71 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Understand: In order to be able to identify opportunities for the reuse of information it is necessary to understand what that information represents. Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it. Use: In order to add value to the KM process it is necessary to apply information and know- how in a way that benefits the business. martyn.jones@cambriano.es
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    Page 72 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
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    Page 73 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
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    Page 74 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information. martyn.jones@cambriano.es
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    Page 75 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information.Content: information must convey usable levels of content – sufficient enough to be significant and small enough to be usable martyn.jones@cambriano.es
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    Page 76 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information.Content: information must convey usable levels of content – sufficient enough to be significant and small enough to be usable Context: Information must be related to contexts in which it has been created, context can ascertained when information is uncovered. martyn.jones@cambriano.es
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    Page 77 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
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    Page 78 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
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    Page 79 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Strategic: Knowledge and information are used to formulate and drive strategic thinking and planning. martyn.jones@cambriano.es
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    Page 80 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Strategic: Knowledge and information are used to formulate and drive strategy thinking and planning. Tactical: Information Management plays a key role in the process of tactical decision making martyn.jones@cambriano.es
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    Page 81 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. Strategic: Knowledge and information are used to formulate and drive strategy thinking and planning. Tactical: Information Management plays a key role in the process of tactical decision making Operational: Decision making has become all pervasive and IM ensures that operational decision makers have the support needed. martyn.jones@cambriano.es
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    Page 82 UNCOVER UNDERSTAND USE KNOWLEDGE INFORMATION DATA The IniciativaIM Pyramid Copyright © 2000 Iniciativa Org, S.L. martyn.jones@cambriano.es
  • 83.
  • 84.
    Page 84 Continued development of organizational capability Implemention andintegration of SIC processes Evolving organization and technology infrastructure Infrastructure Managing Results Oriented Knowledge Building and Deploying The KM Environment martyn.jones@cambriano.es
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    Page 85 KM: BusinessBenefits and Features Better Control Lower Risk Improved Profitability • Leverage from a base of successful tools and approaches • More predictable results • Less dependent on single individuals • Ability to more easily achieve business results • Efficient process design, delivery end execution • Opportunity to value price martyn.jones@cambriano.es
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    Page 86 KM: Rolesin the Transition to a Learning Organization • Embrace the process • Leverage ‘learnings’ from past snapshots • Encourage employees to share and leverage knowledge from others • Recognize and reward desired behaviors • Actively share, leverage and document knowledge • Become a Knowledge Master KM Snapshots Mentoring Process Role Model martyn.jones@cambriano.es
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    Page 87 KM: TheKnowledge Elaboration Environment Domain Experts Info Experts IT Experts Knowledge “Creation” and Organizational Effectiveness Knowledge Organization Enlightenment Knowledge Infrastructure Process Efficiency Source: Chun Wei Choo Information Management for the Intelligent Organization martyn.jones@cambriano.es
  • 88.
    Page 88 Knowledge ManagementTechnology Orientation Source: Microsoft Corporation • Knowledge Services: Centralized management, seamless delivery and tracking of a company's knowledge assets – including Structured Intellectual Capital • Collaboration—Sharing Tacit Knowledge Across Time and Distance: The integrated collaborative capabilities of Microsoft Office and Microsoft Exchange Server allow users to innovate together within their familiar productivity tools. • Content Management—Capture and Manage Explicit Experience: Content-management technologies allow people to capture, codify, and organize experiences and ideas in central repositories that enable seamless, intuitive access to an entire organization. • Analysis—Turning Business Data into Knowledge: Being able to quickly spot trends in financial and line of business data allows decision-makers to plan better strategies. • Search and Deliver—Bringing Knowledge to Teams and Communities: Building teams and communities across a dispersed organization is possible with portals built on personalized, cross-enterprise search and delivery technologies. • Tracking & Workflow—Capture and Enforce Best Practices: Tracking services allow companies to identify best practices by measuring successes, while workflow tools enable the creation of process-based applications to ensure that the practices are followed and measured. martyn.jones@cambriano.es
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    Page 89 KM: CreativeConfluence and Collaboration Data Compression Techniques Proliferation of cheap, powerful computers Improved data communication Knowledge workers in the information age Emergence of the Network Economy Emergence of multi- media entertainment DIGITAL NETWORK Collapsing Telco charges martyn.jones@cambriano.es
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    Page 91 Summary Knowledge Managementis an excellent opportunity to: • manage a greater number of options and opportunities • manage larger amounts of information • enable greater sophistication in aligning business processes with the needs of the business Knowledge Management drives a more subtle and pervasive management of business information Knowledge Management highlights: • the waste and misuse of talent, invention and know-how, and • proposes tangible and effective solutions Knowledge Management helps create an environment of communication, cooperation and collaboration that other management initiatives have failed to provide martyn.jones@cambriano.es
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    Page 92 Summary • Businessdepends on the correct management of assets • Information and know-how assets are managed by KM • KM relies on Knowledge Spirals • Knowledge Spirals depend on People • People work Communities of Practice and share information in Communities of Interest • People create, communicate, collaborate and innovate with other People • Communication and collaboration can be facilitated by Information Technology • KM is People Driven, Process Focused and frequently technology based martyn.jones@cambriano.es
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    Page 93 Summary • Wantto know more about Knowledge Management, Learning Spirals, Communities of Practice? • Thinking of using Knowledge Management? • Planning to purchase hardware, software and services for your KM project? • Started a KM project and don’t know what to do next? SEE A SPECIALIST! Martyn Jones, Iniciativa Consulting http://www.martynjones.eu martyn.jones@cambriano.es
  • 94.
    Page 94 Thank youfor your attention Cambriano Energy http://www.cambriano.es Good Strat Blog http://www.goodstrat.com Martyn Jones, Iniciativa Consulting http://www.martynjones.eu martyn.jones@cambriano.es
  • 95.
    A Brief Introductionto … Knowledge Management Cambriano Energy, Good Strat Blog, Iniciativa Consulting & Martyn Jones Europe cambriano.es Telephone: +34 618 471 465 martyn.jones@cambriano.es