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Knowledge Management for 2018


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Knowledge as an asset has not lost momentum, in fact organizations still need proper KM tools and methods in order to reduce the risk of knowledge loss, improve collaboration, standardize best practices and so on. Problem begins when we try to solve this issues with a KM vision that was meant for a 90s-type business and not for today’s exponential organizations

This presentation showcases a proven method for KM for modern organizations developed by Wakiy, a knowledge management consultancy firm based in Lima, Perú.

Published in: Business
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Knowledge Management for 2018

  1. 1. Meet Oscar. Oscar is CEO of a leading IT firm. Things were going well But one day….
  2. 2. Oscar began to take notice of a few problems.
  3. 3. “In the company we reinvent the wheel far too many times. Our experience is not properly registered and every project means starting from scratch” “Ever since Javier left the company we cannot properly move forward with the product design. He took critical knowledge with him and we are losing time trying to figure out how things are done” “Teams and work units function like islands. Everyone invents their own code and processes. Valuable time is lost when we should already be selling our next product to the client”
  4. 4. Situations like this translate into: Time loss (productivity) = Less quality (satisfaction) Reduced margins (profits) =
  5. 5. Oscar began to explore for possible solutions and found a phrase that made him think:
  6. 6. “If only HP knew what HP knows, we would be three times more productive”. Lew Platt (former HP president)
  7. 7. Oscar became conscious of other issues: “We don´t really what knowledge drives value for the company” “We don´t have a proper system to help us enable collaboration and best practice transfer” “Our information systems are not properly utilized. They resemble an information cementery ” “Not everyone is motivated to share their knowledge with the rest”
  8. 8. “Oscar didn´t understand why. Last year the company had invested a considerable amount of money in developing a collaboration system with social media tools”
  9. 9. “Technology alone is not enough. There are other things we need to work on…" “We need to influence culture, define work procedures and figure out what knowledge really drives values for us” Oscar kept thinking and arrived at the following conclusion:
  10. 10. ¿Will Oscar find a solution?
  11. 11. Oscar was advised to implement knowledge management.
  12. 12. ¿Knowledge Management? That won´t work. You have too wait a long time to see results. Besides, it´s too complicated and hard to understand. Its just not meant for today´s agile business world.
  13. 13. ¿Is Oscar right?
  14. 14. No. Oscar refers to old knowledge management. The knowledge management models that have been implemented in the last years respond to a business context that ressembles work in the 90s.
  15. 15. Today there is a new way of implementing knowledge management that responds to the current speed, complexity and size of modern firms. It´s primary focus is to generate results in the short term, focusing on critical business issues that need to be attended whilst utilizing only the necessary resources
  16. 16. ¿That means I won´t have to deploy knowledge management for all the organization?
  17. 17. No. You no longer need to manage ALL of your company´s knowledge
  18. 18. And you also don´t need to implement all of knowledge managements tools and practices:
  19. 19. And even if you just focus on identifying all the critical knowledge of the company, capture best practices from teams and conduct collaboration workshops or peer assists programs, This will continue to happen…
  20. 20. The new focus of knowledge management is to become a pit stop for business: -Solves problems and facilitates knowledge related business opportunities. -Every pit stop represents a new challenge or opportinutiy to improve business performance.
  21. 21. Identification and approval of business problem Diagnostic Strategy and tool selection Define course of action and KPIs Implementation Results The 6 step pit stop
  22. 22. Month 1- 3 Pit Stop 1 Pit Stop 2 Many pit stops can be implemented at one time or sequentially (*)Time may vary according to the reach of the pit stop Pit Stop 3 Month 3-6 Month 6-12 Pit Stop 4 Month 3-12
  23. 23. Example of a pit stop in action
  24. 24. •Activities that help eliminate early barriers •Identification and development of the components catalogue (online) •Identification of strategic knowledge and experts (action plan included) Identification of business problem 7/02 Design BUSINESS IMPACT0 5/05 60 days •Deployment of the components portal in selected projects •Developments of standards and guides for coding; QA role activation and process DIAGNOSTIC ANALISIS Phase 1 implementation •Root cause analisis •Route to action, risks and costs •Strategy (selecction of tools and taks) Knowledge Management RESULTSIMPLEMENTATION •Average 5.5 days savings per project (9/16 projects accessed the portal). Projects that did not use the portal did not report any improvements. •In one specific project, 65% of the development period was saved due to component reuse. As the project concluded before schedule, the client commissiones new requirements worth over USD 55K. •Components are not used in other proyects. •Additional development hours are taken and some projects lose upto 6 days- •In some cases, resusable componentes are lost since they are not properly managed. •Experience gap between team members leads to different time to market periods and products with varying quality. Phase 2 implementation (*) pit stop implemented in an IT firm (software factory)
  25. 25. Key elements of the pit stop
  26. 26. Fuente: Wakiy - The knowledge management company The diagnostic, “Knowledge Maturity Index” is a comprehensive measure that evaluates 9 elements in the organization that guarantee the succesful development of knowledge management. Capacity to develop, recognize, reuse and share the strategic knowledge of the organization (KMI) A questionnaire is deployed with the questions that will allow us to obtain the KMI score. The organization demonstrates responsability and leadership in terms of knowledge building; it´s services and strategy demonstrate the correct and efficient use of organizational knowledge as a gear for improvement. (ORGANIZATION) The organization promotes a work environment where strategic knowledge development, use and capture is promoted. (PEOPLE & SUPPORT) Client recognizes our capacity to incorporate and develop the necesarry knowledge and as a results of this, better products and time to market is obtained. (CLIENT) 01Direction Control Responsability Culture Capacity/ Instruments Continuous improvement Processes Client Valorization KMI Use of information assets Collaboration Based on results, actions are identified and deployed during the early stages of the pit stop.
  27. 27. The knowledge matrix“K-Matrix ©” allows you to identify the strategic knowledge of a business unit, area, team or organization. K-INDEX (What is the value of the knowledge for business? Area/project where it is used Recuperation period Institucionalization x Area 1 Area 2 Area 3 Area 4 Description Shows where knowledge is applied in the organization. x Process Templates Loss Risk Business Impact x ¿Who has it? x Role-profile Person Allows you to identify “Who knows what” and what job profiles have relation with the identified knowledge. Shows if the knowledge is available in the organization in the form of processes, templates, manuals, etc Shows the impact of knowledge on business. According to the answers, the matrix automatically delivers a score which will allow us to prioritize the strategic knowledge. Recuperation period: Hours required to develop knowledge if it is no longer in the organization Loss Risk: ¿What is the current risk of losing that knowledge? Business impact: What would be the consequences for business in case we lost that knowledge? 78 Very critical CriticalNonce Marginal Based on the results, actions are taken in the early stages of the pit stop.
  28. 28. Finally, based on the requirements we only implement the tools and strategies that are really needed.
  29. 29. With this methodology, Oscar found an easy and effective way to develop knowledge management.
  30. 30. Results that translate into: Improved time to market (productivity) = Improved margins (profits) = Improved quality (client satisfaction)
  31. 31. We want Oscar´s success To be yours as well.
  32. 32. For further details and information please contact: José Carlos Tenorio Favero (+51) 993 752 665