Knowledge Management Workshop 22 Mac 2010


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  • Here is what I hope to cover today: I want to provide you with a working definition of knowledge management. I’ll review examples of various software tools that are considered KM apps. I’d like to discuss the central question: “What’s in it for NIH?” Finally, I want to refer briefly to a case study from my own experience and mention the lessons learned in the KM exercise at the World Bank.
  • How Knowledge is Derived Data consists of raw statistics and facts Information comprises the basic facts with context and perspective Knowledge is the information which provides guidance for action Wisdom is the understanding which knowledge to use for what purpose
  • 90% of 800 North American and European Companies were working on some aspect of knowledge management. Ford estimated that in 1997-99 knowledge management initiatives resulted in cost savings or additional revenues of $914 million. Chevron estimates it has saved more than $650 million since 1991 by sharing best practices among mangers in charge of energy use at its oil refineries Texas Instruments reports savings of more than $1 billion by disseminating best practices throughout its 13 semiconductor plants
  • content – ontology, taxonomy, metadata, cluster and others
  • Knowledge Management Workshop 22 Mac 2010

    1. 1. Knowledge Management 4Days Workshop Megat Zainurul Anuar bin Megat Johari Akmal Zaman bin Abu DREAMSOFT (M)SDN BHD
    2. 2. to be discussed <ul><li>what is knowledge? </li></ul><ul><li>why knowledge? </li></ul><ul><li>data + information + knowledge </li></ul><ul><li>information and value </li></ul><ul><li>working definition of KM </li></ul><ul><li>why knowledge management </li></ul><ul><li>how to articulate knowledge </li></ul><ul><li>elements of KM </li></ul><ul><li>KM strategy </li></ul><ul><li>KM and technologies </li></ul><ul><ul><li>activities: lessons learned.. </li></ul></ul>
    3. 3. <ul><li>1980 - Knowledge Is Power </li></ul>
    4. 4. <ul><li>what is knowledge? </li></ul>
    5. 5. what is knowledge HOW to do things WHERE to find examples WHOM to ask for help
    6. 6. basic scenario <ul><li>“ In a classic adventure of Star Trek, Dr. McCoy (the ship's Medical Officer) must restore Mr. Spock's brain to his body. McCoy, not having the knowledge to accomplish this task uses an alien learning device to impart the knowledge into his brain” </li></ul>
    7. 7. why knowledge? <ul><li>Why did Dr. McCoy need the knowledge imparted to his brain? </li></ul><ul><ul><li>Claim: Knowledge is what human beings need to perform necessary and optional tasks throughout their lives. </li></ul></ul><ul><ul><li>Claim: Information & Data does not enable performance </li></ul></ul>
    8. 8. data + information + knowledge <ul><li>WHAT is the RELATIONSHIP between data, information and knowledge? </li></ul>
    9. 9. data <ul><li>raw statistics and facts </li></ul>
    10. 10. information <ul><li>INFORMATION= data + interpretation </li></ul>
    11. 11. knowledge <ul><li>KNOWLEDGE= information + use </li></ul>
    12. 12. when information become knowledge <ul><li> comparison, consequences, connections, conversation and etc </li></ul>
    13. 13. information and value <ul><li>qualities that make information valuable </li></ul><ul><li>- accuracy </li></ul><ul><li>- timeliness </li></ul><ul><li>- engagement </li></ul><ul><li>- application </li></ul><ul><li>- rarity </li></ul>
    14. 14. <ul><li>what is knowledge management ? </li></ul>
    15. 15. working definition of KM <ul><li>systematic process by which knowledge is created, captured, shared, and leveraged </li></ul>
    16. 16. why knowledge management? <ul><li>By late 1999 1/3 of top 1,000 largest U.S. companies had begun KM initiatives; </li></ul><ul><li>by 2003 more than half have done KM </li></ul><ul><li>By 2008 all of 1,000 U.S companies used KM </li></ul><ul><li>2010……………………. </li></ul>
    17. 17. issues identified as ‘drivers for knowledge management’ <ul><li>Experts are available but the expertise is not shared (employees not able to find “critical existing knowledge” on time) </li></ul><ul><li>Dissipation of tacit knowledge (due to employees’ retirement, transfer, resignation or down sizing) </li></ul><ul><li>Knowledge hoarding (individuals who do not want to share their knowledge/insights due to fear of job security) </li></ul><ul><li>Issue of unlearning and relearning may take place as existing processes may become outdated </li></ul>
    18. 18. issues identified as ‘drivers for knowledge management <ul><li>Functional convergence (dependencies between different functional areas that require inputs and cooperation from different divisions or collective expertise) </li></ul><ul><li>Need for organisations to be responsive to demands for better and faster service </li></ul><ul><li>Traditional capital assets and technology may no longer be a key differentiator in the production of goods and provision of services </li></ul><ul><li>External threats possible where jobs and careers or even the entire profession and industry may be threatened </li></ul>
    19. 19. km modes personal collaborative enterprise
    20. 20. knowledge sharing EXPERTISE DECISION-MAKING POWER Experts ‘T’ Expert ‘M’ Working and Learning together Expert ‘E’ Expert ‘G’ Experts ‘A’
    21. 21. types of knowledge <ul><li>Tacit > > explicit </li></ul>
    22. 22. conversion of knowledge <ul><li>Socialization – sharing of tacit knowledge between individuals , share feelings, emotions, experiences and mental models </li></ul><ul><li>Externalization – involves the articulation of tacit into explicit knowledge and the conversion occurs through dialogue and the use of figurative language, metaphors, narratives and images </li></ul><ul><li>Combination – reflect the conversion of explicit knowledge into more complex explicit forms. [i.e.: capturing, collecting, sorting, editing and integrating new explicit knowledge] </li></ul><ul><li>Internalisation – converts explicit into tacit knowledge and this occurs through experience and training, reflects learning, training and mentoring </li></ul>
    23. 23. knowledge conversion: tacit & explicit <ul><li>Internalization [i&g&o] </li></ul><ul><li>training </li></ul><ul><li>mentoring </li></ul>tacit <ul><li>Socialization [i&i] </li></ul><ul><li>brainstorming </li></ul><ul><li>meeting </li></ul><ul><li>Combination [g&o] </li></ul><ul><li>repositories </li></ul><ul><li>cop </li></ul>tacit tacit tacit explicit explicit explicit explicit <ul><li>Externalization [ i&g] </li></ul><ul><li>videotaping </li></ul><ul><li>knowledge map </li></ul>
    24. 24. Knowledge conversion: tacit & explicit- the bread maker example individual +group + org creation of the new product enriched MEGAT and the team's TK base tacit individual +individual MEGAT training with the hotel’s baker group + organisation standardization of this K into a manual and embodying it in the product Individual + group sharing the TK with product development team tacit tacit tacit explicit explicit explicit explicit
    25. 25. conversion of knowledge + tech learning, training and mentoring I E to T conversion process facilitating tools and techniques T to T S e-meetings, chat, video conferencing T to E E sharing mental models, analyzing own understanding E to E C text searching, document categorization, capturing, collecting, sorting editing etc.
    26. 26. elements of knowledge management <ul><li>people - relate to culture, mindset, trust, insight, hunches </li></ul><ul><li>process - activity such as research, recruitment, cataloging, indexing, verification </li></ul><ul><li>technology - km portal, discovery tools, server, applications </li></ul><ul><li>content – methodology..’organization’ </li></ul>
    27. 27. knowledge management strategies <ul><li>sets forth criteria for choosing </li></ul><ul><ul><li>what knowledge a firm plans to pursue </li></ul></ul><ul><ul><li>how firm will capture and share it </li></ul></ul>
    28. 28. knowledge management strategies <ul><li>Generally determined through strategic audit </li></ul><ul><ul><li>what sorts of knowledge are critical to support business positioning </li></ul></ul><ul><ul><li>who needs to have what information? </li></ul></ul><ul><ul><li>when do they need to know it? </li></ul></ul>
    29. 29. knowledge management strategies..++ <ul><li>people </li></ul><ul><li>Job Description </li></ul><ul><li>Knowledge Sharing is Core Competency </li></ul><ul><li>Staff Performance Acknowledgment & Assessment </li></ul><ul><li>Networks/Communities of Practice </li></ul><ul><li>process </li></ul><ul><li>Programme Process </li></ul><ul><li>Annual Reports </li></ul><ul><li>SWAP, PRSP, </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Project Reports </li></ul><ul><li>Trip Reports </li></ul><ul><li>PAD </li></ul><ul><li>technology </li></ul><ul><li>Document Management </li></ul><ul><li>Collaboration Tools </li></ul><ul><li>Connectivity </li></ul><ul><li>Calendar </li></ul><ul><li>Internet </li></ul><ul><li>ERP </li></ul><ul><li>Development Gateway </li></ul><ul><li>Internet Supermarket </li></ul>KM <ul><li>organisation </li></ul><ul><li>Methodology </li></ul><ul><li>Corporate Memory </li></ul><ul><li>Branding </li></ul>
    31. 31. <ul><li>note > important </li></ul>
    32. 32. knowledge asset 1 <ul><li>human capital </li></ul><ul><li>Attitude </li></ul><ul><li>Competencies </li></ul><ul><li>Education </li></ul><ul><li>Knowledge </li></ul><ul><li>Skills </li></ul><ul><li>Customer </li></ul><ul><li>Brand </li></ul><ul><li>customers capital </li></ul><ul><li>Distribution Channels </li></ul><ul><li>Franchise Agreements </li></ul><ul><li>License Agreements </li></ul><ul><li>Loyalty </li></ul><ul><li>structural capital </li></ul><ul><li>Copyright </li></ul><ul><li>Corporate Culture </li></ul><ul><li>Design Rights </li></ul><ul><li>Financial Relations </li></ul><ul><li>IT Infrastructure </li></ul><ul><li>Management Processes </li></ul><ul><li>Service Marks </li></ul><ul><li>Trade Secrets </li></ul><ul><li>Trademarks </li></ul>INTELLECTUAL CAPITAL 2 3
    33. 34. <ul><li>Q&A </li></ul><ul><li>ask now or forever hold your peace! </li></ul>