Working knowledge

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Knowledge management can help organizations improve their Return On People (ROP).

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Working knowledge

  1. 1. "Some drink at the fountain of knowledge...others just gargle."
  2. 2. Working Knowledge Making Knowledge Management and Collaboration Work For You By Craig Mathews IS Director, McKim & Creed
  3. 3. Share Your Knowledge!
  4. 4. “ The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.” Andrew Carnegie
  5. 5. Knowledge Management <ul><li>Definition </li></ul><ul><li>Taking Inventory of Your Most Valuable Asset </li></ul><ul><li>Ways to Capture and Utilize Corporate Knowledge </li></ul>
  6. 6. Virtual Collaboration <ul><li>A Working Definition </li></ul><ul><li>Measuring Your Virtual Collaboration Quotient (VCQ) </li></ul><ul><li>Trends in Collaborative Tools </li></ul>
  7. 7. Knowledge Management
  8. 8. “ Like sand in a beach house, information gets in everywhere” Thomas A. Stewart
  9. 9. Had Any of these Challenges? <ul><li>Information glut or lack of information </li></ul><ul><li>Many are unaware of information elsewhere in organization </li></ul><ul><li>Significant &quot;reinventing the wheel&quot; </li></ul><ul><li>Common use of out-of-date information </li></ul>
  10. 10. Philosophy Lesson
  11. 11. Knowledge is Power Francis Bacon
  12. 12. Knowledge is Power Francis Bacon Or Is It?
  13. 13. What good is knowledge if it’s not used?
  14. 14. It is only the Application of Knowledge that leads to Power
  15. 15. “ Information and knowledge are the thermonuclear competitive weapons of our time. Knowledge is more valuable and more powerful [if applied] than natural resources, big factories, or fat bankrolls.” Thomas Stewart
  16. 16. Chronic Corporate Condition: Brain Cramp
  17. 17. “Ages” of the Century
  18. 18. “Ages” of the Century No more Brain Cramp!
  19. 19. Intellectual Capital
  20. 20. Hugh MacDonald, Futurologist, ICL Intellectual Capital is “knowledge that exists in an organization that can be used to create differential advantage”
  21. 21. Thomas A. Stewart Intellectual Capital : Intelligence becomes an asset when free-floating brainpower is given a coherent form; when it is captured in a way that allows it to be described, shared, and exploited; and when it can be deployed to do something that could not be done if it remained scattered… Intellectual capital is packaged useful knowledge.
  22. 22. Thomas A. Stewart Intellectual Capital : Packaged useful knowledge.
  23. 24. Knowledge Management <ul><li>Definition </li></ul>
  24. 25. and Knowledge Management is “the systematic leveraging of information and expertise to improve organizational innovation, responsiveness, productivity and competency.”
  25. 26. Brooke Akers Knowledge Management is “the process of drawing upon the collective wisdom of employees and data repositories on behalf of company goals.”
  26. 27. Patel and Fenner Knowledge Management is “the harnessing of a company’s collective expertise wherever it resides, and the distribution of that expertise to the right people at the right time.” September/October 1998
  27. 28. Patel and Fenner Knowledge Management is “the harnessing of a company’s collective expertise wherever it resides, and the distribution of that expertise to the right people at the right time.” September/October 1998 Good Stuff!
  28. 29. Benefits of KM <ul><li>Higher productivity </li></ul><ul><li>Less duplicated effort </li></ul><ul><li>Better decisions based on better information </li></ul><ul><li>Access to a person’s knowledge without access to the person </li></ul><ul><li>Competitive advantage through leveraged intellectual capital </li></ul>
  29. 30. Knowledge Management <ul><li>Definition </li></ul><ul><li>Taking Inventory of Your Most Valuable Asset </li></ul>
  30. 31. It’s always helpful to have a large inventory!
  31. 32. But how do we account for it?
  32. 33. “ It has been 500 years since Pacioli [the founder of accounting] published his seminal work on accounting and we have seen virtually no innovation in the practice of accounting - just more rules” David Wilson Partner, Ernst & Young
  33. 34. “ The components of cost in a product today are largely R&D, intellectual assets, and services. The old accounting system, which tells us the cost of material and labor, isn’t applicable.” Edmund Jenkins Partner, Arthur Andersen
  34. 35. Goals of KM Initiatives <ul><li>Competitive Intelligence </li></ul><ul><li>Skill transfer </li></ul><ul><li>Creating and designing new products and services </li></ul><ul><li>Improved Decision Support </li></ul><ul><li>Access to documents, newsletters, policies, calendars, manuals and courses online </li></ul>
  35. 36. What could you do with the right knowledge?
  36. 37. This little bit of knowledge can make or break a business! Tom Peters, Circle of Innovation
  37. 38. Questions to Start With <ul><li>What information do we need to make good decisions? </li></ul><ul><li>How does that knowledge add value to the decision-making process? </li></ul><ul><li>How can it be stored? </li></ul><ul><li>How can we get it to the right people at the right time? </li></ul>
  38. 39. “ We needed a way to transfer our allegiance from the product line to the engineering practice. Communities of practice are the bridge.” Skip Hovsmith National Semiconductor
  39. 40. Community of Practice An informal group with at least one core common interest that advances each member’s skills and expertise through community
  40. 41. Ideas for Knowledge Sharing <ul><li>Communities of Practice </li></ul><ul><ul><li>Recognize them and their importance </li></ul></ul><ul><ul><li>Give them the resources they need </li></ul></ul><ul><ul><li>Fertilize the soil, but stay away from the husbandry (don’t fund them too much and expect deliverables) </li></ul></ul>
  41. 42. Knowledge Management <ul><li>Definition </li></ul><ul><li>Taking Inventory of Your Most Valuable Asset </li></ul><ul><li>Ways to Capture and Utilize Corporate Knowledge </li></ul>
  42. 43. Capturing Knowledge <ul><li>Roundtable discussions on topics </li></ul><ul><li>Put the infrastructure for knowledge sharing in place and watch it work </li></ul><ul><li>Use the intangible value chain (upstream and downstream sources such as suppliers, dealers, tangential businesses) </li></ul>
  43. 44. Capturing Knowledge (cont’d) <ul><li>Pay-for-Knowledge programs </li></ul><ul><li>Make knowledge sharing/capture part of performance evaluation </li></ul><ul><li>Make knowledge management part of each job description </li></ul><ul><li>Make KM part of the culture of the organization, starting from the top </li></ul>
  44. 45. Knowledge Management Knowledgebases Intellectual Capital Data Mining Data Marts Data Warehouses Decision Support Systems EIS
  45. 46. Knowledge Management Knowledgebases Intellectual Capital Data Mining Data Marts Data Warehouses Decision Support Systems EIS Where Do We Start?
  46. 47. Knowledge should be intuitively organized for easy access
  47. 48. Knowledge Technologies <ul><li>Networks (infrastructure) </li></ul><ul><li>Enterprise-wide Information Systems (data warehouse) </li></ul><ul><li>Knowledgebases </li></ul><ul><li>Workflow </li></ul><ul><li>Visualization </li></ul><ul><li>Process Simulation </li></ul>
  48. 49. Primary KM Initiatives <ul><li>Corporate Yellow Pages (knowing who the experts are and where knowledge lies) </li></ul><ul><li>Lessons Learned (constant improvement) </li></ul><ul><li>Competitor Intelligence </li></ul><ul><li>Customer and Supplier Intelligence </li></ul>
  49. 50. KnowledgeWare <ul><li>Lotus Notes/Domino Server </li></ul><ul><li>Microsoft Exchange Server </li></ul><ul><li>Internet (Intranet) Technologies </li></ul><ul><ul><li>Open Text LiveLink </li></ul></ul><ul><ul><li>Lotus Domino Server </li></ul></ul><ul><ul><li>Microsoft IIS/Site Server with Add-ons </li></ul></ul><ul><ul><li>Oracle Warehouse </li></ul></ul>
  50. 51. “ Information systems put the onus of asking the right question on the user of the system. Knowledge management systems, correctly implemented, shift that burden to the system.” Thomas Koulopoulos
  51. 52. To Consider in a KM System <ul><li>Knowledge Source </li></ul><ul><li>Date of knowledge acquisition (Y2K compliant) </li></ul><ul><li>Date for review/deletion (shelf life) </li></ul><ul><li>Processes/tools to make knowledge more valuable </li></ul><ul><li>Ubiquitous access to contents (except sensitive data) </li></ul>
  52. 53. Thomas A. Stewart, Intellectual Capital Company’s Capital
  53. 54. Working Knowledge A Break from the Routine
  54. 55. Virtual Collaboration <ul><li>A Working Definition </li></ul>
  55. 56. Bob Guns, The Faster Learning Organization “ The essence of a team is the members’ interdependence. Each team member needs the others to get the work done; a team can’t succeed if even one member doesn’t do his or her job. Interdependence builds collaboration, and these two qualities lead to a high-performing team.”
  56. 57. Virtual Collaboration <ul><li>Utilizing technology to facilitate team interaction regardless of geographic location </li></ul>
  57. 58. Virtual Collaboration <ul><li>A Working Definition </li></ul><ul><li>Measuring Your Virtual Collaboration Quotient (VCQ) </li></ul>
  58. 59. Take the Test
  59. 60. Virtual Collaboration <ul><li>A Working Definition </li></ul><ul><li>Measuring Your Virtual Collaboration Quotient (VCQ) </li></ul><ul><li>Trends in Collaborative Tools </li></ul>
  60. 61. Development of VC
  61. 62. Virtual Collaboration Tools <ul><li>Microsoft NetMeeting </li></ul><ul><li>Netscape Communicator </li></ul><ul><li>Electronic Whiteboards </li></ul><ul><li>Email </li></ul><ul><li>News Groups/Bulletin Boards </li></ul><ul><li>Open Text LiveLink </li></ul><ul><li>Many Others </li></ul>
  62. 63. Tom Peters My Hero! “ Success in the marketplace today is directly proportional to the knowledge that an organization can bring to bear, how fast it can bring that knowledge to bear, and the rate at which it accumulates knowledge.”
  63. 65. Wanna KNOW More? www.mckimcreed.com/knowledge
  64. 66. Go play golf!
  65. 67. Bibliography (www.mckimcreed.com/knowledge) <ul><li>Books </li></ul><ul><ul><li>Stewart, Thomas A., Intellectual Capital </li></ul></ul><ul><ul><li>Koulopoulos , Thomas, Corporate Instinct </li></ul></ul><ul><ul><li>Guns, Bob, The Faster Learning Organization </li></ul></ul><ul><ul><li>Lipnack , Jessica and Stamps, Jeffrey, Virtual Teams </li></ul></ul><ul><ul><li>Tapscott , Don, The Digital Economy </li></ul></ul><ul><ul><li>Naisbitt , John, and Aburdene , Patricia, Re-inventing the Corporation </li></ul></ul><ul><ul><li>Hargrove , Robert, Mastering the Art of Creative Collaboration </li></ul></ul><ul><ul><li>Nilles , Jack M., Managing Telework </li></ul></ul><ul><ul><li>Peters, Tom, Liberation Management </li></ul></ul><ul><ul><li>Peters, Tom, Circle of Innovation </li></ul></ul><ul><li>Periodicals </li></ul><ul><ul><li>Group Computing </li></ul></ul><ul><ul><li>Fast Company </li></ul></ul><ul><ul><li>CIO </li></ul></ul><ul><ul><li>KM World </li></ul></ul><ul><ul><li>Knowledge Management </li></ul></ul><ul><li>Other </li></ul><ul><ul><li>Silver, Dr. Bruce, “Collaborative Knowledge Management” </li></ul></ul>

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