Partners In Building UAE's Security & Economy
Our Vision: Provide an integrated and advanced personal identity management
...
 Introduction to Knowledge Management (KM)
 KM - How?
 KM - Models
 KM - leading to Innovation [Emirates ID Case]
 Co...
 Introduction to Knowledge Management (KM)
 KM - How?
 KM - Models
 KM - leading to Innovation [Emirates ID Case]
 Co...
Knowledge Management in the corporate
world is indeed seen as a moronic activity
with buzz words!!
Knowledge is justified true belief.
Knowledge is a fluid mix of framed
experience, values, contextual
information and expe...
Knowledge is justified true belief.
Knowledge is a fluid mix of framed
experience, values, contextual
information and expe...
Knowledge is
what we
know ..
 Introduction to Knowledge Management (KM)
 KM – How?
 KM - Models
 KM - leading to Innovation [Emirates ID Case]
 Co...
We know….
raw figures,
records, text,
phrases, videos,
speeches etc.
processing data
either by our
implicit knowledge
or b...
.. is a framework of
information sharing
& dissemination
leading to effective
decision-making,
enabling creativity &
innov...
.. who create
& use
knowledge
.. & technologies
by which
knowledge is
created,
maintained &
accessed.
.. by which knowledg...
 Introduction to Knowledge Management (KM)
 KM - How?
 KM - Models
 KM - leading to Innovation [Emirates ID Case]
 Co...
comes from structured data
and structured sources.
either inherent knowledge or
acquired by reasoning or learning
use of t...
....
Organisations fail at this level..
i.e. to convert the implicit
knowledge of their employees!
KM … a practice
that needs to be
implemented
consciously to
harness the true
benefits of
knowledge and its
utilization in ...
• Efficiencies
• Better performance
• Better quality
decisions
• Staff empowerment
• Less training cost
• Etc.
 Introduction to Knowledge Management (KM)
 KM - How?
 KM - Models
 KM - leading to Innovation [Emirates ID Case]
 Co...
WHAT?
WHO?
WHY?
HOW?
WHAT?
WHO?
WHY?
HOW?
• Conceptualization
• Strategy Development
Performance
Management
to develop organisational excellence
Strategy 2010-2013
Strategy 2014-2016
.. crafted specific
strategy to deal with
how the organisation
will tackle KM &
Innovation.. it explains
the objectives,
r...
WHAT?
WHO?
WHY?
HOW?
• Conceptualization
• Strategy Development
• Engaging Stakeholders
• Developing HR
• Signed joint
cooperation
agreements with
many universities
& training
institutions, &
created learning
& funding
opportu...
WHAT?
WHO?
WHY?
HOW?
• Engaging Stakeholders
• Developing HR
• Conceptualization
• Strategy Development
• Organization Str...
Organizational Structure
The development of the organizational structure in an innovative
way, and focus on the element of...
Policies and internal regulations
Focused on the development of policies and procedures
aligned with EFQM model in order t...
Performance
Management
Innovative
systems to
measure &
monitor
performance
at the
individual and
institutional.
………
[improved]
Decision Support Systems
Aimed at:
• Capturing
employees tacit
technical
knowledge.
• Improve Process
standardization &
automation.
• Improve Servi...
• Conceptualization
• Strategy Development
• Engaging Stakeholders
• Developing HR
• Organization Structure
• ICT Systems
...
to support building institutional
knowledge and creativity ..
http://www.ecol.ae/
uses portal to
store &
disseminate
knowledge
....
Launched internal competitions
and awards for best knowledge
documentation.
Emirates ID publications are widely quoted
by researchers and governments, & were
included in 2012 in United Nation’s Libr...
Promote flow of, and access to, data,
information, best practices and knowledge.
Build international consensus on newly
req...
Leapfrogging knowledge development
stages in the context of sustainable
organizational development.
• many application domains
explored by research &
trialed around the use of
advanced mechanisms to
identify and authentica...
• Emirates ID has become a
producer of knowledge in
its core functions &
corporate excellence..
• Participate in the revie...
So, how did
it really
work out for
Emirates ID?
WHAT?
WHO?
WHY?
HOW?
• Engaging Stakeholders
• Developing HR
• Conceptualization
• Strategy Development
• Organization Str...
% of achieved strategic objectives
Emirates ID
achieved 97%
of set strategic
objectives.
AchievedTargeted Public Sector Average
Satisfaction
(International)
Public Sector
Average
Satisfaction (UAE)
Results (e.g.):
• Dhs 500 ($136)
million in less than 3 years.
• Self-sufficient annual budget
 Introduction to Knowledge Management (KM)
 KM - How?
 KM - Models
 KM - leading to Innovation [Emirates ID Case]
 Co...
[available
but hidden]
[out in the
open]
[available
but hidden]
[out in the
open]
[Development
of skills]
[ensures
structured info. flow]
[dissemination
of info. across
organization]
[Vehicle for]
[pushin...
KNOWLEDGE IS LIKE LIGHT.
Weightless and intangible, it can
easily travel the world, enlightening
the lives of people every...
Nations like the USA, India, Japan, Korea and the European Union have
specific Knowledge Development Programs with specifi...
Results are obvious.. They haven’t become successful by chance.. They’ve
consciously and diligently built on their limited...
Not only sustainable, but
also serves to generate
accelerated national
growth rates.
6 dimensions of
Knowledge Management
...
“If you have knowledge,
let others light their candles in it.”
Sarah Margaret Fuller Ossoli
American journalist - May 23, ...
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy
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KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy

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5th Annual Conference - KM Middle East 2014 | Conference Theme: Knowledge in Action: Moving from Theory to Practice | 10-12 March 2014 | Dubai, United Arab Emirates.

Published in: Business

KNOWLEDGE MANAGEMENT: Driving a Knowledge Economy

  1. 1. Partners In Building UAE's Security & Economy Our Vision: Provide an integrated and advanced personal identity management system that contribute to the transformation of the government and the economy and promotes security and global competitiveness of the UAE. Driving a Knowledge Economy [Emirates ID Case Study] 5th Annual Conference - KM Middle East 2014 Conference Theme: Knowledge in Action: Moving from theory to practice 10-12 March 2014 | Dubai, United Arab Emirates KNOWLEDGE MANAGEMENT
  2. 2.  Introduction to Knowledge Management (KM)  KM - How?  KM - Models  KM - leading to Innovation [Emirates ID Case]  Concluding Remarks
  3. 3.  Introduction to Knowledge Management (KM)  KM - How?  KM - Models  KM - leading to Innovation [Emirates ID Case]  Concluding Remarks
  4. 4. Knowledge Management in the corporate world is indeed seen as a moronic activity with buzz words!!
  5. 5. Knowledge is justified true belief. Knowledge is a fluid mix of framed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experience and information. It originates and is applied in the minds of knowers. In organizations it often becomes embedded not only in documents or repositories but also in organizational processes, practices and norms. Knowledge is information in action. Ayer, A.J. (1956) The Problem of Knowledge. Davenport, T.H. & Prusak, L (1998). Working Knowledge. O’Dell C. & Grayson Jr., C.J. (1998). If only we knew what we know.
  6. 6. Knowledge is justified true belief. Knowledge is a fluid mix of framed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experience and information. It originates and is applied in the minds of knowers. In organizations it often becomes embedded not only in documents or repositories but also in organizational processes, practices and norms. Knowledge is information in action. Ayer, A.J. (1956) The Problem of Knowledge. Davenport, T.H. & Prusak, L (1998). Working Knowledge. O’Dell C. & Grayson Jr., C.J. (1998). If only we knew what we know.
  7. 7. Knowledge is what we know ..
  8. 8.  Introduction to Knowledge Management (KM)  KM – How?  KM - Models  KM - leading to Innovation [Emirates ID Case]  Concluding Remarks
  9. 9. We know…. raw figures, records, text, phrases, videos, speeches etc. processing data either by our implicit knowledge or by external means to decipher this data into meaningful information. information used in a context constitutes the Knowledge. This knowledge gets into a repository and becomes a source for further data.
  10. 10. .. is a framework of information sharing & dissemination leading to effective decision-making, enabling creativity & innovation.
  11. 11. .. who create & use knowledge .. & technologies by which knowledge is created, maintained & accessed. .. by which knowledge is stored & disseminated (manuals, databases, intranets, books, heads).
  12. 12.  Introduction to Knowledge Management (KM)  KM - How?  KM - Models  KM - leading to Innovation [Emirates ID Case]  Concluding Remarks
  13. 13. comes from structured data and structured sources. either inherent knowledge or acquired by reasoning or learning use of this knowledge decisions & perform actions.
  14. 14. .... Organisations fail at this level.. i.e. to convert the implicit knowledge of their employees!
  15. 15. KM … a practice that needs to be implemented consciously to harness the true benefits of knowledge and its utilization in the organization !
  16. 16. • Efficiencies • Better performance • Better quality decisions • Staff empowerment • Less training cost • Etc.
  17. 17.  Introduction to Knowledge Management (KM)  KM - How?  KM - Models  KM - leading to Innovation [Emirates ID Case]  Concluding Remarks
  18. 18. WHAT? WHO? WHY? HOW?
  19. 19. WHAT? WHO? WHY? HOW? • Conceptualization • Strategy Development
  20. 20. Performance Management
  21. 21. to develop organisational excellence
  22. 22. Strategy 2010-2013
  23. 23. Strategy 2014-2016
  24. 24. .. crafted specific strategy to deal with how the organisation will tackle KM & Innovation.. it explains the objectives, roadmap & alignment with upper organizational strategy.
  25. 25. WHAT? WHO? WHY? HOW? • Conceptualization • Strategy Development • Engaging Stakeholders • Developing HR
  26. 26. • Signed joint cooperation agreements with many universities & training institutions, & created learning & funding opportunities. • Training & education plans that are in sync with the authority strategic roadmap.
  27. 27. WHAT? WHO? WHY? HOW? • Engaging Stakeholders • Developing HR • Conceptualization • Strategy Development • Organization Structure • ICT Systems • Core Functions (BRP) • Supporting Activities • Dissemination Channels
  28. 28. Organizational Structure The development of the organizational structure in an innovative way, and focus on the element of knowledge ownership .
  29. 29. Policies and internal regulations Focused on the development of policies and procedures aligned with EFQM model in order to meet the cognitive orientation.
  30. 30. Performance Management Innovative systems to measure & monitor performance at the individual and institutional.
  31. 31. ………
  32. 32. [improved] Decision Support Systems
  33. 33. Aimed at: • Capturing employees tacit technical knowledge. • Improve Process standardization & automation. • Improve Service Quality.
  34. 34. • Conceptualization • Strategy Development • Engaging Stakeholders • Developing HR • Organization Structure • ICT Systems • Core Functions • Supporting Activities • Dissemination Channels WHAT? WHO? WHY? HOW? Supporting Institutional Capacity
  35. 35. to support building institutional knowledge and creativity .. http://www.ecol.ae/
  36. 36. uses portal to store & disseminate knowledge
  37. 37. .... Launched internal competitions and awards for best knowledge documentation.
  38. 38. Emirates ID publications are widely quoted by researchers and governments, & were included in 2012 in United Nation’s Library in New York and Washington, and were described as “valuable work”.
  39. 39. Promote flow of, and access to, data, information, best practices and knowledge. Build international consensus on newly required norms and principles.
  40. 40. Leapfrogging knowledge development stages in the context of sustainable organizational development.
  41. 41. • many application domains explored by research & trialed around the use of advanced mechanisms to identify and authenticate identities in virtual environments. • E.g., conducted study of 400 public & private organisations, that showed massive savings (2 million man hours + Dhs. 100s of millions) by promoting corporate .
  42. 42. • Emirates ID has become a producer of knowledge in its core functions & corporate excellence.. • Participate in the review & preparation of international standards & frameworks • Contribute to knowledge development through its active membership in international knowledge associations.
  43. 43. So, how did it really work out for Emirates ID?
  44. 44. WHAT? WHO? WHY? HOW? • Engaging Stakeholders • Developing HR • Conceptualization • Strategy Development • Organization Structure • ICT Systems • Core Functions (BRP) • Supporting Activities • Dissemination Channels Bottom Line Business Results
  45. 45. % of achieved strategic objectives Emirates ID achieved 97% of set strategic objectives.
  46. 46. AchievedTargeted Public Sector Average Satisfaction (International) Public Sector Average Satisfaction (UAE)
  47. 47. Results (e.g.): • Dhs 500 ($136) million in less than 3 years. • Self-sufficient annual budget
  48. 48.  Introduction to Knowledge Management (KM)  KM - How?  KM - Models  KM - leading to Innovation [Emirates ID Case]  Concluding Remarks
  49. 49. [available but hidden] [out in the open] [available but hidden] [out in the open]
  50. 50. [Development of skills] [ensures structured info. flow] [dissemination of info. across organization] [Vehicle for] [pushing for more]
  51. 51. KNOWLEDGE IS LIKE LIGHT. Weightless and intangible, it can easily travel the world, enlightening the lives of people everywhere. Yet billions of people still live in poverty unnecessarily. Knowledge about how to treat such a simple ailment as diarrhea has existed for centuries but millions of children continue to die from it because their parents do not know how to save them.
  52. 52. Nations like the USA, India, Japan, Korea and the European Union have specific Knowledge Development Programs with specific working groups designated to enhance the knowledge in the respective countries.
  53. 53. Results are obvious.. They haven’t become successful by chance.. They’ve consciously and diligently built on their limited resources, garnering all their knowledge and creating conducive environments to enhance it.
  54. 54. Not only sustainable, but also serves to generate accelerated national growth rates. 6 dimensions of Knowledge Management Sustained Growth
  55. 55. “If you have knowledge, let others light their candles in it.” Sarah Margaret Fuller Ossoli American journalist - May 23, 1810 – July 19, 1850 Dr. Ali M. Al-Khouri Director General | Emirates Identity Authority | UAE www.emiratesid.ae | ali.alkhouri@emiratesid.ae | @DrAliAlKhouri

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