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THE NEW KNOWLEDGEMANAGEMENTRecent findings about the practices of knowledge management
ABSTRACT
La gestione della conoscenza è uno dei temi caldi di business
digitale nel 2016, e svolge un ruolo sempre più cri...
AGENDA
 EXPLANATION
KNOWLEDGE TYPES
SECI MODEL
 KNOWLEDGE ADMINISTRATION
KNOWLEDGE IDENTIFICATION
KNOWLEDGE ACQUISITION
...
EXPLANATION
KNOWLEDGE MANAGEMENT
COMMUNITY
Social change for the knowledge
community requires new action
in companies.
COMPANIES
Every company has differen...
6
COST
TIME
QUALITY
Without systematic
knowledge management
With systematic
knowledge management
Systematic Success
KNOWLE...
KNOWLEDGE MANAGEMENT
Benefits of Knowledge
IMPROVEMENT
in collaboration by preparing existing
and required knowledge
FACIL...
8
KNOWLEDGE MANAGEMENT
Success Factors
1 Promoting support and committment from senior management
2 Integrating the missio...
9
KNOWLEDGE MANAGEMENT
Application Errors from Knowledge Use
1 Employees are highly trained, but can not apply their knowl...
KNOWLEDGE TYPES
EXPLANATION
10
KNOWLEDGE TYPES
Explicit and Implicit
EXPLICIT KNOWLEDGE IS
DOCUMENTED KNOWLEDGE THAT IS
EASY FOR OTHERS TO GRASP.
IMPLICI...
12
KNOWLEDGE TYPES
Companies and Employees
ORGANIZATION PEOPLE
GENERAL EXPERTISE
Knowledge
EXPLICIT KNOWLEDGE
Well-articul...
KNOWLEDGE TYPES
In Companies
EXTERNAL KNOWLEDGE
Knowledge outside the company that is
freely available
INTERNAL KNOWLEDGE
...
14
KNOWLEDGE FOMRS
Knowledge development
DRAWING
DATA
INFORMATION
KNOWLEDGE
SKILLS
ACTION
EXPERTISE
COMPETITIVENESS
+ uniq...
SECI MODEL
EXPLANATION
15
16
New knowledge is internalized. It exists
as implicit knowledge and can be
passed on to others by socialization.
Knowled...
17
Definition
SOCIALIZATION
e.g. meeting
EXTERNALIZATION
e.g. minute log
INTERNALIZATION
e.g. internalizing the
log
COMBIN...
KNOWLEDGE ADMINISTRATION
KNOWLEDGE MANAGEMENT
18
Knowledge is power.
Knowledge shared is
power multiplied.
Robert Noyce (American Head of State and businessman)
19
KNOWLEDGE GOALS
Three Target Levels
NORMATIVE KNOWLEDGE GOAL
Corporately political and cultural aspects
STRATEGIC KNOWLEDG...
KNOWLEDGE IDENTIFICATION
Introduction
Knowledge-based fields on
the main business
processes of a company
are defined.
By c...
KNOWLEDGE IDENTIFICATION
Criteria for Knowledge Fields
BASIC
KNOWLEDGE
SPECIAL
KNOWLEDGE
CRITICAL
KNOWLEDGE
FUTURE
KNOWLED...
KNOWLEDGE IDENTIFICATION
Knowledge of the Employees
Education, Ability,
Potential
Special Knowledge
Manage-
ment
Knowledge...
24
KNOWLEDGE IDENTIFICATION
Knowledge of the Company
MEMORY
KNOWLEDGE FORM
EXPERT INTRANET DATABASE
Process Knowledge
Prod...
KNOWLEDGE GAP
These gaps found during
knowledge identification can
be filled by knowledge
acquisition.
NEW KNOWLEDGE
This ...
KNOWLEDGE DEVELOPMENT
Dreyfus Model for Skill Acquisition
NOVICE
Strict obedience to rules,
no experience, little
situatio...
27
Knowledge development is a complementary part of knowledge acquisition.
 The focus is on developing new ideas and ski...
KNOWLEDGE STORAGE
Introduction
DOCUMENTATION
Knowledge storage means that process knowledge, application
experience, succe...
KNOWLEDGE STORAGE
Important Aspects
Knowledge storage can be ensured meaning knowledge from
knowledge holders is decoupled...
KNOWLEDGE ASSESSMENT
Introduction
MEASUREMENT
The goal is based on calculating the value of intellectual capital, the
succ...
KNOWLEDGE ASSESSMENT
Overview
MOTIVATION
VISION
MISSION
KNOWLEDGE
GOALS
STRATEGY
EMPLOYEES
INVOLVED
PARTIES
PROCESSES
RESU...
KNOWLEDGE ASSESSMENT
 An intellectual capital report is a tool for displaying and
developing the intellectual capital of ...
KNOWLEDGE ASSESSMENT
Assessment of Intellectual Capital
BALANCE SHEET
PHYSICAL CAPITAL
Assets Liabilities
A. Fixed
I. Inta...
34
IMPLEMENTATION
Knowledge Use
APPLICATION
Using knowledge productively means
converting it into action. The main
task is...
IMPLEMENTATION
The Knowledge Management Cycle
KNOWLEDGE
GOALS
KNOWLEDGE
ADVICE
KNOWLEDGE
STORAGE
KNOWLEDGE
IDENTIFICATION
...
IMPLEMENTATION
Expenses in the Project Process
LEVEL OF ACTIVITY
TIME
Product launching
Knowledge goals
identification
Pro...
TOOLS
KNOWLEDGE MANAGEMENT
37
38
We’re drowning in information and
starving for knowledge.
Rutherford D. Rogers (American Librarian)
TOOLS
Tools for Knowledge Management
While examining the knowledge processes and identifying potential for
improvement, to...
TOOLS
Application Example
Meetings, workshops, symposiums,
dialogues
Knowledge tandems
Informal exchanges such as lunch or...
KNOWLEDGE SOURCES
TOOLS
41
42
The purchase of external knowledge helps to increase internal quality and achieve business
goals.
It is important to ...
FURTHER TRAINING
Introduction
Employees’ training and knowledge
distribution can be achieved with
all the possibilities of...
KNOWLEDGE DATABASE
Schematic Representation
EXPERTS
EXPERTS
EXPERTS
EXPERTS
KNOWLEDGE DATABASE
Knowledge questions
and sup...
KNOWLEDGE TRANSFER
TOOLS
45
A good decision is based on
knowledge and not on numbers.
Plato (Ancient Greek Philosopher)
INCENTIVE SYSTEMS
Introduction
CAPITAL
Knowledge is conducive to the
company and also represents an
employee‘s capital. Th...
INCENTIVE SYSTEMS
Reward Systems
INTANGIBLE TANGIBLE
RENUMERATION
DIRECT
e.g. nice colleague,
supervisors, praise
INDIRECT...
49
JOB ROTATION
Benefits
DEPUTY
 Work practices and new contacts
(networks)
 Updating and strengthening of
knowledge
 M...
USABLE
For making existing
knowledge easy to find and
use, structured filing must be
put in place.
EFFICIENT
A sensible do...
CREATIVE TECHNIQUES
Knowledge Transfer and Expansion with Creativity
BRAINSTORMING
Collection of ideas through
spontaneous...
COLLABORATION
TOOLS
52
53
An individual coaching promotes the perception of individual behavior patterns and begins the process of
personal devel...
54
Through the networks and joint operation, the transfer losses are minimized and methodical, professional and
social ski...
55
COMMUNITIES
Diagram
KNOWLEDGE
KNOWLEDGE USE
KNOWLEDGE COMMUNICATION
KNOWLEDGE GENERATION
KNOWLEDGE PRESENTATION
KNOWLED...
COLLABORATIVE SOFTWARE
 This software supports the collaboration of a group
through temporal and spatial distances.
 Ben...
GROUP AND PROJECT WORK
Introduction
INFORMATION FLOW
Equal employee cooperation promotes
the horizontal rather than the ve...
QUALITY CIRCLES
Introduction
VOLUNTARY
In quality circles, a
small group meets
regularly and works
out problems
independen...
QUALITY CIRCLE
Levels of Work Quality
SUBJECT AND CONTENT LEVEL
Formulating the problem
Describing the problem and
determi...
NEWSLETTER
Introduction
THEMES
By request, employees are sent
information on selected topics by
email.
PUSH / PULL
The rec...
DATABASE
Introduction
AREA-COUPLING
Although results are documented, there is usually no coupling among
individual areas a...
YELLOW PAGES
 Since implicit knowledge can barely be stored, it is
important to find the right contact. Yellow Pages
repr...
MEASUREMENT
TOOLS
63
64
SKILLS MEASUREMENT
Introduction
THIS KNOWLEDGE CAN BE
MEASURED AND VISUALIZED
WITH THE HELP OF KNOWLEDGE
MAPS.
THE NECE...
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The new knowledge management

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Recent findings about the practices of knowledge management

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The new knowledge management

  1. 1. THE NEW KNOWLEDGEMANAGEMENTRecent findings about the practices of knowledge management
  2. 2. ABSTRACT La gestione della conoscenza è uno dei temi caldi di business digitale nel 2016, e svolge un ruolo sempre più critico nella società. Assicurare la Conoscenza e l'ottimizzazione dei processi sono quindi in cima alla lista dei desideri e delle agende di molte aziende. La mia nuova presentazione include modelli e linee guida per l'attuazione delle pratiche e degli strumenti più importanti per la gestione della conoscenza professionale.
  3. 3. AGENDA  EXPLANATION KNOWLEDGE TYPES SECI MODEL  KNOWLEDGE ADMINISTRATION KNOWLEDGE IDENTIFICATION KNOWLEDGE ACQUISITION KNOWLEDGE DEVELOPMENT KNOWLEDGE STORAGE KNOWLEDGE ASSESSMENT  TOOLS KNOWLEDGE TRANSFER COLLABORATION MEASUREMENT
  4. 4. EXPLANATION KNOWLEDGE MANAGEMENT
  5. 5. COMMUNITY Social change for the knowledge community requires new action in companies. COMPANIES Every company has different circumstances, therefore each must establish their own way to deal with change. ACTION The planning and implementation of these actions can be summed up as knowledge management. KNOWLEDGE PROCESSES This includes gathering all strategic and operational management tasks to control knowledge processes within the company in the best possible way. KNOWLEDGE MANAGEMENT Development towards a Knowledge-Based Community
  6. 6. 6 COST TIME QUALITY Without systematic knowledge management With systematic knowledge management Systematic Success KNOWLEDGE MANAGEMENT
  7. 7. KNOWLEDGE MANAGEMENT Benefits of Knowledge IMPROVEMENT in collaboration by preparing existing and required knowledge FACILITATION by reducing the integration of new employees IMPROVEMENT by recognizing the needs in regards to required expertise GAIN more from new ideas and innovations over time EXPENSE REDUCTION with knowledge research MINIMIZING the risks by identifying the critical areas of knowledge INCREASE in the productivity resulting from reducing time and cost PREPARATION in using existing knowledge
  8. 8. 8 KNOWLEDGE MANAGEMENT Success Factors 1 Promoting support and committment from senior management 2 Integrating the mission statement and willing to invest 3 Centrally coordinating knowledge management 4 Implementing concrete applications 5 Implementing distinct and visible actions
  9. 9. 9 KNOWLEDGE MANAGEMENT Application Errors from Knowledge Use 1 Employees are highly trained, but can not apply their knowledge. 2 One learns a lot within projects, but the knowledge gained is not passed on to others. 3 There are many experts, but the staff does not know who they are or where to find them. 4 Everything is well documented, but there is no structure in place to retrieve the information. 5 The best is always made, but this status will change after a few years due to competitive companies.
  10. 10. KNOWLEDGE TYPES EXPLANATION 10
  11. 11. KNOWLEDGE TYPES Explicit and Implicit EXPLICIT KNOWLEDGE IS DOCUMENTED KNOWLEDGE THAT IS EASY FOR OTHERS TO GRASP. IMPLICIT KNOWLEDGE EXISTS IN THE EMPLOYEES‘ MINDS AND IS THEREFORE DIFFICULT FOR OTHERS TO GRASP. WORK INSTRUCTIONS, DOCUMENTED PROCESSES, REPORTS, DRAWINGS… EMPLOYEE EXPERIENCE, ROUTINES, AND SKILLS. 11
  12. 12. 12 KNOWLEDGE TYPES Companies and Employees ORGANIZATION PEOPLE GENERAL EXPERTISE Knowledge EXPLICIT KNOWLEDGE Well-articulated; inclusive with knowledge holders ORGANIZATIONAL KNOWLEDGE Knowledge of the organization IMPLICIT KNOWLEDGE Indirectly articulated; exclusively from knowledge holders INDIVIDUAL KNOWLEDGE Knowledge of the organization‘s members PRACTICAL KNOWLEDGE Know-how Knowledge Types
  13. 13. KNOWLEDGE TYPES In Companies EXTERNAL KNOWLEDGE Knowledge outside the company that is freely available INTERNAL KNOWLEDGE Knowledge within the company STRATEGIC KNOWLEDGE Strategies, longterm goals OPERATIONAL KNOWLEDGE Knowledge about executing tasks
  14. 14. 14 KNOWLEDGE FOMRS Knowledge development DRAWING DATA INFORMATION KNOWLEDGE SKILLS ACTION EXPERTISE COMPETITIVENESS + uniqueness + proper action + willingness + application reference + context + meaning + syntax
  15. 15. SECI MODEL EXPLANATION 15
  16. 16. 16 New knowledge is internalized. It exists as implicit knowledge and can be passed on to others by socialization. Knowledge is acquired implicitly in operational collaboration. SECI MODEL Definition Implicit knowledge is obtained, documented and then converted into explicit knowledge. The newly created explicit knowledge is combined with existing explicit knowledge. SOCIALI-ZATION EXTERNALI- ZATION INTERNALI- ZATION COMBI-NATION EXPLICIT KNOWLEDGE IMPLICITKNOWLEDGE IMPLICIT KNOWLEDGE EXPLICITKNOWLEDGE
  17. 17. 17 Definition SOCIALIZATION e.g. meeting EXTERNALIZATION e.g. minute log INTERNALIZATION e.g. internalizing the log COMBINATION e.g. collecting the log for the server From explicit… … by explicit Fromimplicit……byimplicit …by implicit From implicit… …byexplicitFromexplicit… SECI MODEL
  18. 18. KNOWLEDGE ADMINISTRATION KNOWLEDGE MANAGEMENT 18
  19. 19. Knowledge is power. Knowledge shared is power multiplied. Robert Noyce (American Head of State and businessman) 19
  20. 20. KNOWLEDGE GOALS Three Target Levels NORMATIVE KNOWLEDGE GOAL Corporately political and cultural aspects STRATEGIC KNOWLEDGE GOAL Processes for implementing the vision and determining the future portfolio OPERATIONAL KNOWLEDGE GOAL Strategically ensuring actual implementation in everyday business
  21. 21. KNOWLEDGE IDENTIFICATION Introduction Knowledge-based fields on the main business processes of a company are defined. By comparing the defined knowledge to its target points, action can be inferred. Existing internal and external knowledge, as well as any lack there of and all associated knowledge holders can be identified. 21
  22. 22. KNOWLEDGE IDENTIFICATION Criteria for Knowledge Fields BASIC KNOWLEDGE SPECIAL KNOWLEDGE CRITICAL KNOWLEDGE FUTURE KNOWLEDGE GOOD TO KNOW
  23. 23. KNOWLEDGE IDENTIFICATION Knowledge of the Employees Education, Ability, Potential Special Knowledge Manage- ment Knowledge Product and Product Knowledge GENERAL KNOWLEDGE ABOUT THE ORGANIZATION
  24. 24. 24 KNOWLEDGE IDENTIFICATION Knowledge of the Company MEMORY KNOWLEDGE FORM EXPERT INTRANET DATABASE Process Knowledge Product Knowledge Presentation Technology
  25. 25. KNOWLEDGE GAP These gaps found during knowledge identification can be filled by knowledge acquisition. NEW KNOWLEDGE This is the beginning of new knowledge for the company- not the development of it. EXISITING KNOWLEDGE This knowledge should exist across all sectors and be extensively tested. Existing knowledge often makes knowledge acquisition unnecessary. ACQUISITION New knowledge can be acquired in various ways, however requires strategic procurement. KNOWLEDGE ACQUISITION Introduction
  26. 26. KNOWLEDGE DEVELOPMENT Dreyfus Model for Skill Acquisition NOVICE Strict obedience to rules, no experience, little situational perception, no discretionary judgement COMPETENT Still limited with situational perception, knows the aspect guidelines and treats all attributes and aspects separately yet equally PROFICIENT Sets priorities, actions are seen partly in longer-term goals, deliberate planning, standardized procedures EXPERT Perceives deviations from the normal pattern, makes decisions more easily, assesses situations as part of the „big picture“ MASTER Has a wealth of experience, creative solutions and visions, great intuition, breaks the rules when needed, uses analytic approaches sparingly, makes good decisions quickly yet professionally
  27. 27. 27 Knowledge development is a complementary part of knowledge acquisition.  The focus is on developing new ideas and skills stressing great importance on innovation.  Then it comes to expanding existing knowledge internally or transferring internal knowledge externally KNOWLEDGE DEVELOPMENT Introduction 27
  28. 28. KNOWLEDGE STORAGE Introduction DOCUMENTATION Knowledge storage means that process knowledge, application experience, successful solutions, etc. are documented. LOSS OF KNOWLEDGE Often knowledge is not sufficiently documented or shared and is irretrievably lost.
  29. 29. KNOWLEDGE STORAGE Important Aspects Knowledge storage can be ensured meaning knowledge from knowledge holders is decoupled and implicit knowledge is converted into explicit knowledge. Professionals with high expertise can bind the organization with incentive systems and exit barriers. Criteria should be worked out with the IT department, so knowledge can be effectively and easily accessible in any documented form and stored. DECOUPLING BINDING ACCESS
  30. 30. KNOWLEDGE ASSESSMENT Introduction MEASUREMENT The goal is based on calculating the value of intellectual capital, the success of set knowledge objectives and their implementation. ASSESSMENT This allows assessment of the objectives and knowledge actions which then form a basis for adapting systematically.
  31. 31. KNOWLEDGE ASSESSMENT Overview MOTIVATION VISION MISSION KNOWLEDGE GOALS STRATEGY EMPLOYEES INVOLVED PARTIES PROCESSES RESULTS FINANCIALLY INTANGIBLE KNOWLEDGE VALUE CREATION VALUE Human resources Structural resources Relationship resources Human capital Structural capital Relationship capital ASSETS LIABILITIES Market Knowledge market
  32. 32. KNOWLEDGE ASSESSMENT  An intellectual capital report is a tool for displaying and developing the intellectual capital of a company.  It shows the relationships among organizational objectives, business processes, intellectual capital and the success of an organization. Intellectual Capital Report The Intellectual Capital Report gives an account of the successful change of knowledge and accomplished business success that took place. 32
  33. 33. KNOWLEDGE ASSESSMENT Assessment of Intellectual Capital BALANCE SHEET PHYSICAL CAPITAL Assets Liabilities A. Fixed I. Intangible* II. Tangible III. Financial B. Current I. Stocks II. Receivables and others III. Securities IV. Checks, cash on hand, bank balances C. Deferred I. Equity I. Subscribed capital II. Capital reserves III. Revenue reserves IV. Profit/ loss V. Annual surplus/ loss II. Provision III. Debt IV. Deferred INTELLECTUAL CAPITAL Human Capital Structural Capital • Skills • Social skills • Employee motivation • Leadership skills • Cooperation and knowledge transfer • Management tools • IT and explicit knowledge • Product innovation • Process and method innovation • Corporate culture Relationship Capital • Customers • Suppliers| Banks • Partner | Associations| Research institutes • Investors • Public relations
  34. 34. 34 IMPLEMENTATION Knowledge Use APPLICATION Using knowledge productively means converting it into action. The main task is ensuring that the knowledge is actually applied. REWARD This user-friendly availability of knowledge is crucial, so that it is worthwhile for the employee to apply the knowledge in the first place. KNOWLEDGE CULTURE It is necessary to foresee organizational and cultural conditions in order to achieve a high level of acceptance in knowledge application.
  35. 35. IMPLEMENTATION The Knowledge Management Cycle KNOWLEDGE GOALS KNOWLEDGE ADVICE KNOWLEDGE STORAGE KNOWLEDGE IDENTIFICATION KNOWLEDGE ACQUISITION KNOWLEDGE DEVELOPMENT KNOWLEDGE USE KNOWLEDGE DISTRIBUTION STRATEGIC LEVEL OPERATIONAL LEVEL Business process Knowledge domains Knowledge available Knowledge demands Feedback 1 2 4 5 7 8 3 6
  36. 36. IMPLEMENTATION Expenses in the Project Process LEVEL OF ACTIVITY TIME Product launching Knowledge goals identification Project planning Knowledge acquisition Knowledge development Project implementation Knowledge distribution Knowledge use Project completion Knowledge storage Project management Knowledge assessment
  37. 37. TOOLS KNOWLEDGE MANAGEMENT 37
  38. 38. 38 We’re drowning in information and starving for knowledge. Rutherford D. Rogers (American Librarian)
  39. 39. TOOLS Tools for Knowledge Management While examining the knowledge processes and identifying potential for improvement, tools must be chosen to administer company knowledge. The tools should be introduced gradually so they do not overwhelm the staff. They also shouldn’t be too extensive. It is best to start with solutions that promise quick success and demonstrate the benefits of knowledge management. ADMINISTRATION EXTENT SUCCESS
  40. 40. TOOLS Application Example Meetings, workshops, symposiums, dialogues Knowledge tandems Informal exchanges such as lunch or coffee bars Best Practice Sharing: exchanging, publication, excursion Lessons Learned Story Telling Knowledge maps, Yellow Pages HUMAN Document Management Systems Content Management Systems Group software (cooperation und communication) E-Learning platforms Command and information systems Digital knowledge maps Social software (Wikipedia etc.) Portals Knowledge management systems TECHNOLOGY Responsibilities, providing resources for knowledge management Job rotation Methods for knowledge planning such as a work process analysis Integrating customer knowledge Communities of practice Methods for knowledge assessment: intellectual capital report Rules for an open culture of knowledge sharing ORGANIZATION
  41. 41. KNOWLEDGE SOURCES TOOLS 41
  42. 42. 42 The purchase of external knowledge helps to increase internal quality and achieve business goals. It is important to check whether the expected performance is well received and whether an outflow of personal knowledge was not greater than the benefits yielded. EXTERNAL KNOWLEDGE ACQUISITION Introduction and Possible Sources ADVISOR Hiring consultants to assist with projects COOPERATION Collaborating with customers, universities or other companies
  43. 43. FURTHER TRAINING Introduction Employees’ training and knowledge distribution can be achieved with all the possibilities of further internal and external training. INTERNAL AND EXTERNAL E-LEARNING BLENDED LEARNING In addition to traditional classroom training, technologies such as webinars and other forms of e- learning can be used. Blended Learning is the way of combining different forms of learning and using the benefits from all sectors.
  44. 44. KNOWLEDGE DATABASE Schematic Representation EXPERTS EXPERTS EXPERTS EXPERTS KNOWLEDGE DATABASE Knowledge questions and supply Knowledge questions and supply Local Knowledge Local Knowledge Local Knowledge Local Knowledge
  45. 45. KNOWLEDGE TRANSFER TOOLS 45
  46. 46. A good decision is based on knowledge and not on numbers. Plato (Ancient Greek Philosopher)
  47. 47. INCENTIVE SYSTEMS Introduction CAPITAL Knowledge is conducive to the company and also represents an employee‘s capital. Therefore it must be worthwhile to share. MOTIVATION With the help of tangible and intangible incentives, motivation is created to share and store knowledge with the company. POLICY This is the basis for successful knowledge management, at which the employee will sign a „Knowledge Sharing Policy“.
  48. 48. INCENTIVE SYSTEMS Reward Systems INTANGIBLE TANGIBLE RENUMERATION DIRECT e.g. nice colleague, supervisors, praise INDIRECT e.g. status, prestige DIRECTLY EXPECTED compensation package INDIRECTLY EXPECTED compensation package UNEXPECTED e.g. bonus QUALITY DEPENDENT e.g. high profit margins, customer satisfaction -results-based- PERFOMANCE-BASED e.g. planned turnover achieved -results-based- IMMOVABLE e.g. fixed monthly salary, customer service - input-based-
  49. 49. 49 JOB ROTATION Benefits DEPUTY  Work practices and new contacts (networks)  Updating and strengthening of knowledge  More confident  Can find work MANAGEMENT  Competitiveness  Well-trained and motivated employees  Possibility of employee selection  Targeted collaboration with educational institutions and employment services CORPORATION  Lifelong learning  Possibility of new jobs  Sustainability and learned regions EDUCATIONAL INSTITUTIONS  Market knowledge  Targeted collaboration with companies  Exportable services EMPLOYED  Updating and strengthening knowledge  Workplace safety  Variety instead of routine  Career prospects JOB ROTATION
  50. 50. USABLE For making existing knowledge easy to find and use, structured filing must be put in place. EFFICIENT A sensible document storage space is an effective method to facilitate the use of explicit knowledge. CATEGORIZED When categorizing, the structure should be adjustable and not binding. Then, the most efficient possible transfer of knowledge can take place. CONSISTENT After setting the rights, the existing structure must be able to be updated. STRUCTURED FILING Documentation
  51. 51. CREATIVE TECHNIQUES Knowledge Transfer and Expansion with Creativity BRAINSTORMING Collection of ideas through spontaneous talk. The ideas are collected and can be reviewed later. OSBORN CHECKLIST Exaggerated questions are used to find new approaches. An example is „interchanging cause and effect“. 635 METHOD Six employees each write three ideas. After five minutes, the ideas get passed to the right and is developed further. MINDMAP Ideas and priorities of one subject are represented by a branched structure. Here Here Here Here
  52. 52. COLLABORATION TOOLS 52
  53. 53. 53 An individual coaching promotes the perception of individual behavior patterns and begins the process of personal development in a professional environment. The goal is to increase the willingness to learn as well as idea development through the promotion of targeted new knowledge application. COACHING ANALYSIS DECISION- MAKING CHECK REALIZE OBJECTIVES PLAN COACHING
  54. 54. 54 Through the networks and joint operation, the transfer losses are minimized and methodical, professional and social skills are increased. COMMUNITIES Introduction 54 A group of people who are focused on a characteristic interest can help each other learn in synergy from communication and content with the help of knowledge. This results in a strong knowledge transfer and high identity formation through joint solutions, in which the experience gained in everyday business can be used profitably.
  55. 55. 55 COMMUNITIES Diagram KNOWLEDGE KNOWLEDGE USE KNOWLEDGE COMMUNICATION KNOWLEDGE GENERATION KNOWLEDGE PRESENTATION KNOWLEDGE MANAGEMENT ORGANIZATION COMMUNITIES GROUP INDIVIDUAL INFORMATION ACTION TECHNOLOGY HUMAN OBJECTIVE EVALUATION PROBLEM/ SITUATION
  56. 56. COLLABORATIVE SOFTWARE  This software supports the collaboration of a group through temporal and spatial distances.  Benefits are, for example, consistent user interface, simple data exchange, decision support and file management systems. Introduction The aim is to increase work efficiency through comprehensive and rapid circulation of information
  57. 57. GROUP AND PROJECT WORK Introduction INFORMATION FLOW Equal employee cooperation promotes the horizontal rather than the vertical flow of information. OVERALL With information being exchanged across all departments, knowledge is shared throughout the entire company. KNOWLEDGE USE Mutual support and different views promote innovation and knowledge use.
  58. 58. QUALITY CIRCLES Introduction VOLUNTARY In quality circles, a small group meets regularly and works out problems independently and voluntarily at their own workspace. MOTIVATION Since participation is voluntary, high intrinsic motivation exists to implement new ideas and exchange views on problems and errors. VALUE CREATION Composing the group should not be based on regions or products, but in the value creation chain of the company. IMPLEMENTATION The topics are chosen by the group, edited and then submitted to the decision-makers. The group then is responsible for implementing and monitoring. SOLUTIONS Employees are looking for even better solutions for everyday work. Some ideas are generating quality improvement and cost reduction.
  59. 59. QUALITY CIRCLE Levels of Work Quality SUBJECT AND CONTENT LEVEL Formulating the problem Describing the problem and determining the causes Specifying what needs to be changed Problem recognition Problem relationships Problem and cause analysis Target determination Designing a constructive working atmosphere Clarifying different interests Forming action plans Implementing in practice Reviewing actions Realization planning Realization Monitoring Turning those affected into participants Developing alternative, creative solutions Selecting the best actions and presenting to the customer Creative ideas / finding a solution Solution assessment and selection Confidence building as a supervisor for creative work Consensus building: dealing with majority and minority I. IV. II. III. SYSTEMATIC PROBLEM-SOLVING METHODS MONITORING INDIVIDUAL AND GROUP OPERATIONS PROBLEM SOLUTION SHOULD BE Problem- solving AS IS IS
  60. 60. NEWSLETTER Introduction THEMES By request, employees are sent information on selected topics by email. PUSH / PULL The recipient will receive regular information after registering, and can get more by calling separately. CREATION First the topics are defined and the target audience is determined. Ideally, the receiver can select topics.
  61. 61. DATABASE Introduction AREA-COUPLING Although results are documented, there is usually no coupling among individual areas and information on projects are saved under different names without metadata. EXPENSE REDUCTION Through a coupled database, experts can be found from previous projects and duplicating effort, avoided. The metadata of all company projects are recorded in a database.
  62. 62. YELLOW PAGES  Since implicit knowledge can barely be stored, it is important to find the right contact. Yellow Pages represent the experts directory showing which employees in which areas have that knowledge.  In addition to a directory of internally available knowledge, contact databases are constructed, so that each employee has an overview of who collaborates with external partners and what experience has been gained. Introduction 62
  63. 63. MEASUREMENT TOOLS 63
  64. 64. 64 SKILLS MEASUREMENT Introduction THIS KNOWLEDGE CAN BE MEASURED AND VISUALIZED WITH THE HELP OF KNOWLEDGE MAPS. THE NECESSARY KNOWLEDGE FOR ACHIEVING BUSINESS OBJECTIVES IS DETERMINED BY THE KNOWLEDGE OF ITS EMPLOYEES. BY DETERMINING THE ACTUAL STATE, THE EMPLOYEE QUALIFICATIONS ARE PLANNED TO SCALE.

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