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Introduction to Knowledge Management

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A very basic introduction to Knowledge Management for internal use.

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Introduction to Knowledge Management

  1. 1. Introduction to Knowledge Management SPSI, Yesser www.linkedin.com/in/atifabdulrahman Atif Abdul-Rahman @atifshaikhKnowledge Manager www.knowledgeworks.wordpress.com ashaikh@yesser.gov.sa
  2. 2. Internal Memo: (Disclaimer)Dear Experts,KM is here to capture your brain,collect your experiences, createinsights and share it with ourworld to improve Yesser and raisethe Government Maturity
  3. 3. Internal Memo: (Disclaimer)Dear Experts,KM is here to CAPTURE YOURBRAIN, collect yourexperiences, create insights andshare it with our world to improveYesser and raise the GovernmentMaturity
  4. 4. Internal Memo: (Disclaimer)Dear Experts,KM is here to capture your brain,COLLECT YOUR EXPERIENCES, createinsights and share it with ourworld to improve Yesser and raisethe Government Maturity
  5. 5. Internal Memo: (Disclaimer)Dear Experts,KM is here to capture yourbrain, collect yourexperiences, CREATE INSIGHTS andshare it with our world to improveYesser and raise the GovernmentMaturity
  6. 6. Internal Memo: (Disclaimer)Dear Experts,KM is here to capture your brain,collect your experiences, createinsights and SHARE IT WITH OURWORLD to improve Yesser andimprove the Government Maturity
  7. 7. Internal Memo: (Disclaimer)Dear Experts,KM is here to capture your brain,collect your experiences, createinsights and share it with ourworld to IMPROVE YESSER andimprove the Government Maturity
  8. 8. Internal Memo: (Disclaimer)Dear Experts,KM is here to capture your brain,collect your experiences, createinsights and share it with ourworld to improve Yesser and RAISETHE GOVERNMENT MATURITY
  9. 9. THE HUMAN BRAIN
  10. 10. What the DOCTORS think the brain is…
  11. 11. What We Employees think the brain is…
  12. 12. KM Shows us The Actual Human Brain!
  13. 13. KM Shows us The Actual Human Brain!Knowledge Factors…
  14. 14. KM Shows us The Actual Human Brain!Knowledge Factors…Explicit vs. Implicit
  15. 15. KM Shows us The Actual Human Brain!Knowledge Factors…Explicit vs. ImplicitInsights and Experiences
  16. 16. KM Shows us The Actual Human Brain!Knowledge Factors…Explicit vs. ImplicitInsights and ExperiencesBest Practices (Group)vs. Innovation (Personal)
  17. 17. KM Shows us The Actual Human Brain!Knowledge Factors…Explicit vs. ImplicitInsights and ExperiencesBest Practices (Group)vs. Innovation (Personal)Context and Culture
  18. 18. KM Shows us The Actual Human Brain!Knowledge Factors…Explicit vs. ImplicitInsights and ExperiencesBest Practices (Group)vs. Innovation (Personal)Context and CultureExploration vs Exploitation
  19. 19. The SECI Model Fundamental Conceptual Model Nonaka and Takeuchi, 1995
  20. 20. Did you spot the problem?
  21. 21. Did you spot the problem?The Problem with Knowledge Management is…
  22. 22. Did you spot the problem? The Problem with Knowledge Management is… that Knowledge CANNOT be ‘Managed’!
  23. 23. “You cant manage knowledge, nobodycan. What you can do is to manage theenvironment in which knowledge canbecreated, discovered, captured, shared,distilled, validated, transferred, adopted, adapted and applied. “
  24. 24. Although you can’t managethe knowledge in people’shead, you can capture, enable,and transfer knowledge andbest practices.The new Edge in Knowledge,Carla O’Dell and Cindy Hubert,APQC.
  25. 25. • KM is not about Software, Information Systems or SharePoint!The mindset, “IF WE BUILD IT THEY WILL COME”has failed miserably!
  26. 26. ...the focus is pretty much around the subject of people...And, like we allknow, a successful KM strategy is one that combines into a perfectbalance a focus on the people, on the tools and on the processes –LuisSuarez, IBM
  27. 27. “A good knowledge managementsystem is not about capturing yoursmartest employees knowledge ina knowledge base or expertsystem. Even though that was theoriginal intent of the artificialintelligence community, thepossibility of that has now becomea joke.While considering components toleverage, count out technologyinvestments that solely focus oncodification of tacit knowledge."
  28. 28. You can’t manage knowledge. Knowledge isbetween two ears, and only between two ears” Peter Drucker. The Father of Knowledge Management
  29. 29. APQC defines Knowledge management as a systematic effortto enable information and knowledge to grow, flowand create value.The discipline is about creating and managing theprocesses to get the right knowledge to the right people atthe right time and help people share and act on information inorder to improve organizational performance. A Truly Crowd Sourced Definition from KM Practitioners Worldwide
  30. 30. People & Process Enabling Technology With Experience Connect People to People With Know-HowKM Program Just Enough Connect People to Knowledge Just in Time Assets Just for Them
  31. 31. The New Edge in Knowledge, Carla O’Dell & Cindy Hubert Tacit Facilitated sharing/transfer between units. Transfer of Best Practices Best Practices Transfer Teams Peer Assists Groups that share, learn Held together by common interest in Topic. Trade tools, templates, best practices CommunitiesKNOWLEDGE Solve business problems. Steward Knowledge Communities of Practice Networks Lessons Learned After Action Reviews Systematic tools to gather Self-Service Experience-based knowledge Portals Email/Discussion Boards And reapply to relevant situations. Expertise Locator Systems Search Enterprise 2.0 Tools Tools that allow users to self-serve Information and to locate people. Explicit Lower Higher HUMAN INTERACTION
  32. 32. The Knowledge Pyramid
  33. 33. The Knowledge Pyramid Data
  34. 34. The Knowledge Pyramid Information Data
  35. 35. The Knowledge Pyramid Knowledge Information Data
  36. 36. The Knowledge Pyramid Wisdom Knowledge Information Data
  37. 37. The Knowledge Pyramid• A collection of data is not information.• A collection of information is not knowledge.• A collection of knowledge is not wisdom.• A collection of wisdom is not truth.
  38. 38. The Knowledge Pyramid Wisdom Knowledge Information Context Data
  39. 39. The Knowledge Pyramid Wisdom KnowledgeActionable Information Context Data
  40. 40. The Knowledge Pyramid Wisdom Usage KnowledgeActionable Information Context Data
  41. 41. For Example…
  42. 42. D-I-K-W: A Fake Scenario
  43. 43. D-I-K-W: A Fake Scenario
  44. 44. D-I-K-W: A Fake Scenario Data
  45. 45. D-I-K-W: A Fake Scenario
  46. 46. D-I-K-W: A Fake Scenario
  47. 47. D-I-K-W: A Fake Scenario
  48. 48. D-I-K-W: A Fake Scenario Information
  49. 49. Contextual and Trendy
  50. 50. Number of Accidents are reducing!Contextual and Trendy
  51. 51. Number of Accidents are reducing! But why increase now?Contextual and Trendy
  52. 52. Overwhelming Cause is Quality and Safety Related!Contextual and Trendy
  53. 53. Interestingly, most accidents happen at peak office commute hours Contextual and Trendy
  54. 54. Most Common Location of Accidents
  55. 55. • After further Analysis, Knowledge Workers find a Construction Project on the location• Creating a diversion which during office commute hours force drivers to come close to the construction area.• Resulting in construction accidents and thus increase in injuries….
  56. 56. • After further Analysis, Knowledge Workers find a Construction Project on the location• Creating a diversion which during office commute hours force drivers to come close to the construction area.• Resulting in construction accidents, increase in injuries….
  57. 57. • After further Analysis, Knowledge Workers find a Construction Project on the location• Creating a diversion which during office commute hours force drivers to come close to the construction area.• Resulting in construction accidents, increase in injuries…. = Knowledge
  58. 58. The Knowledge Workers Applied the following based on the KNOWLEDGE deduced….• Reduce the Work force on the construction area resulting in less clutter and safety breach of workers coming close to the road• Increase warning signs and place diversions to bring the vehicles to a distance from the construction scaffolding• Reduce work during peak office commute hours to maintain traffic authority KPIs.
  59. 59. The Knowledge Workers Applied the following based on the KNOWLEDGE deduced….• Reduce the Work force on the construction area resulting in less clutter and safety breach of workers coming close to the road• Increase warning signs and place diversions to bring the vehicles to a distance from the construction scaffolding• Reduce work during peak office commute hours to maintain traffic authority KPIs. = WISDOM
  60. 60. The KM Cycle Repeated Cycles will also Improve KM Maturity within the organizationThe New Edge in Knowledge,Carla O’Dell & Cindy Hubert
  61. 61. • International Integrated Energy Company• Third Largest Oil and Gas Company in the US• 30,000 Employees in 30 Countries• Known for Technological Expertise in Reservoir Management, 3D Seismic Technology
  62. 62. • International Integrated Energy Company• Third Largest Oil and Gas Company in the US• 30,000 Employees in 30 Countries• Known for Technological Expertise in Reservoir Management, 3D Seismic TechnologyVision: “A workplace where employees continuouslydeliver additional value through global collaboration andexpertise sharing.”
  63. 63. Find ShareExpertise FAST Ask Colleagues Trust
  64. 64. Approaches:• Communities of Practice (120+)• Global Awards and Engagement• Knowledge Processes to Convert Discussions into Structured Knowledge Libraries• Semantic Analysis
  65. 65. Approaches:• Communities of Practice (120+)• Global Awards and Engagement• Knowledge Processes to Convert Discussions into Structured Knowledge Libraries• Semantic Analysis Goals Achieved: • Organizational Memory • New Employee Training • Intellectual Capital • Lessons Learned • Best Practices
  66. 66. GBS
  67. 67. • Business Insights and IT Solutions• One of the Largest IT Companies in the World• 370,000 Employees in 170 Countries (150,000 in GBS)• Known for Technology, Global Business Services, Innovation• GBS: Application Management, Consulting and Systems Integration• Thought Leader in Knowledge Management GBS
  68. 68. • Business Insights and IT Solutions• One of the Largest IT Companies in the World• 370,000 Employees in 170 Countries (150,000 in GBS)• Known for Technology, Global Business Services, Innovation• GBS: Application Management, Consulting and Systems Integration• Thought Leader in Knowledge ManagementVision: “Promoting a Knowledge Sharing Culture throughEffective Processes, Technical Infrastructure, BusinessResearch Services, Content Management andCommunities of Practice.” GBS
  69. 69. “In the past, we had KnowledgeView, which was content-rich andhad robust search and navigation capabilities.We’ve changed our whole approach, though, to a new Web 2.0based portal and behavior model that leverages user activity whilerequiring less formal infrastructure support.The whole working structure of our organization is now different.We feel we have greater capabilities, better user enablement, andlower overhead. The core of this new model is the Web 2.0technologies”– Bryant Clevenger, Global Knowledge Strategy Leader GBS
  70. 70. Highlights:• Topic Based Forums, 17,000+ Authors, $6 Million in Savings• Expertise Locator – 111,000+ Profiles, $5.5 Million in Savings GBS
  71. 71. Highlights:• Topic Based Forums, 17,000+ Authors, $6 Million in Savings• Expertise Locator – 111,000+ Profiles, $5.5 Million in Savings Goals Achieved: • Expertise Locator • Communities • Facilitated Transfer of Best Practices GBS
  72. 72. • Not for Profit Technology Company Serving the US Department of Defense• Non-Governmental Entity with top secret Government Defense Projects• Known for Technology, Aviation, Defense, and Enterprise Modernization• Carried more than 1,800 projects with the US Department of Defense.
  73. 73. • Not for Profit Technology Company Serving the US Department of Defense• Non-Governmental Entity with top secret Government Defense Projects• Known for Technology, Aviation, Defense, and Enterprise Modernization• Carried more than 1,800 projects with the US Department of Defense. • MII – MITRE Information Infrastructure • MITREPedia • MITRE Personal Pages • TWITRE • MOOGLE – MITRE Enterprise Search • ONOMI – Social Bookmarking • OneCommunity
  74. 74. “Everyone at MITRE is considered a Knowledge Worker. Wedon’t sell software, and we don’t compete in the softwareworld. We are in the business of knowledge, and we use ourknowledge to help the government improve its operationsand capabilities.”- Jean Tatalias, Director of Knowledge Services
  75. 75. • Management Consulting Firm• Top Government Advisor in many countries• Over 17,000 Employees in more than 45 countries• Knowledge Based Business
  76. 76. • Management Consulting Firm• Top Government Advisor in many countries• Over 17,000 Employees in more than 45 countries• Knowledge Based Business The McKinsey Knowledge Center (McKC) is the largest and the most diverse knowledge hub at McKinsey. We offer an unparalleled opportunity to develop distinctive knowledge and gain global exposure.
  77. 77. • Management Consulting Firm• Top Government Advisor in many countries• Over 17,000 Employees in more than 45 countries• Knowledge Based Business McKC Centers of Functional Industry Generalist Analytics Competence Practices Practices Research The McKinsey Knowledge Center (McKC) is the largest and the most diverse knowledge hub at McKinsey. We offer an unparalleled opportunity to develop distinctive knowledge and gain global exposure.
  78. 78. KM Societies:http://gurteen.com/http://www.kminstitute.org/cms/index.jsphttp://www.apqc.org/membership-knowledge-managementhttp://www.KMInstitute.orgAlso Try…
  79. 79. Do Take Time out to Visit www.km-me.com
  80. 80. Stay Tuned For• KM State of the Art in eGovernment• KM Initiative at Yesser (For Yesser and Beyond) Thank You!
  81. 81. Credits• The Knowledge Worker: http://www.makuchondigital.com/?p=147• http://blog.timesunion.com/holistichealth/files/2011/07/Peter-Drucker- Teaching-in-Classroom.jpg - Peter Drucker• http://www.rmcdocs.com/images/DiscussionForum.jpg• http://timothy-kline.com/thoughts/2009/05/30/man-vs-machine- rebellion-in-the-garden-of-eden/• http://www.robertharris.co.nz/education/all-about-coffee/the-beginnings• The New Edge in Knowledge, Carla O’Dell & Cindy Hubert• Knowledge Management Toolkit, Amrit Tiwana• Working Knowledge, Thomas Davenport & Prusak• Learning to Fly, Chris Collison et al.

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