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Km india 4 dimensions

  1. 1. <ul><li>Understanding the 4 Dimensions of Knowledge Management </li></ul><ul><li>4 th December KM India, Bangalore, India </li></ul><ul><li>Ron Young, CKO, Knowledge Associates International </li></ul>
  2. 2. Pearls of Wisdom – Madanmohan Rao “ If it is a man’s privilege to be independent, it is equally his duty to be interdependent” Mahatma Gandhi
  3. 3. Knowledge Management, Innovation and Quantum Science
  4. 4. Current Knowledge Paradigm Thin Communications Rich Communications TACIT KNOWLEDGE EXPLICIT KNOWLEDGE TACIT KNOWLEDGE EXPLICIT KNOWLEDGE
  5. 5. New Knowledge Paradigm An Ocean of Knowledge A Sky of Information
  6. 6. Timeless Business Principles
  7. 7. Timeless Business Principles Productivity
  8. 8. Timeless Business Principles Productivity Relations
  9. 9. Timeless Business Principles Productivity Relations Quality
  10. 10. Timeless Business Principles Productivity Relations Quality Knowledge
  11. 11. Why? Productivity Relations Quality Knowledge
  12. 12. Timeless Business Principles Increase Sales
  13. 13. Timeless Business Principles Increase Sales Reduce Costs
  14. 14. Timeless Business Principles Increase Sales Reduce Costs Increase Profit/Value
  15. 15. Timeless Business Principles Increase Sales Reduce Costs Increase Value Knowledge
  16. 16. Upside Down Management
  17. 17. UK Government White Paper
  18. 18. <ul><li>“ Our success depends on how well we exploit our most valuable assets: our knowledge, skills and creativity. </li></ul><ul><li>These are key to designing high-value goods and services and advanced business practices. They are at the heart of a modern, knowledge driven economy.” </li></ul><ul><li> </li></ul>
  19. 19. Knowledge Asset Management <ul><li> </li></ul>
  20. 20. Knowledge Asset Framework Developed by the Know-Net Consortium 1998 – 2000
  21. 21. British Standards Institute Guide to Good Practices
  22. 22. APO KM Framework O UTCOMES KNOWLEDGE P ROCESS A CCELERATORS People Processes Leadership Technology Quality Profitability Productivity Growth Team Capability Organizational Capability Individual Capability Learning Innovation Learning Innovation Societal Capacity Vision Mission Create Share Apply Identify Store
  23. 23. APO KM Publications 2009-2010
  24. 24. Fusion
  25. 25. Understanding the 4 Dimensions of Knowledge Management 1.Communication Stage 1 2. Collaboration Stage 2 3. KM Process Stage 3 4.Create & Innovate
  26. 26. United Nations
  27. 27. Europe 2020
  28. 28. Organizational KM Infrastructure KM Strategy Critical Knowledge Areas CKO Knowledge Base Owners Knowledge Manager Knowledge Work Learning’s, Ideas, Knowledge, Experiences, Needs,Problems Daily Work practices and processes CKA 1 CKA 2 CKA 3 CKA 4 CKA 5 Nominates Improves Facilitates KM processes Responsible for Projects and processes Objectives Communities of Practice / K Networks
  29. 29. BBC & Web 2.0 1. Get People Talking 2. Find People 3. Get Blogging 4. Use Wiki’s
  30. 30. from episodic to continuous learning and knowledge sharing
  31. 31. Personal Knowledge Management
  32. 32. Empowered Global Knowledge Worker Learning . Skills . Knowledge Creativity . Innovation
  33. 33. Understanding the 4 Dimensions of Knowledge Management & Innovation 1.Communication Stage 1 2. Collaboration Stage 2 3. KM Process Stage 3 4.Create & Innovate
  34. 34. Knowledge Management is for Everyone
  35. 35. Integrating Distributed Knowledge <ul><li>Adaptive knowledge infrastructure is in place </li></ul><ul><li>Knowledge resources identified and shared appropriately </li></ul><ul><li>Timely knowledge gets to the right person to make decisions </li></ul><ul><li>Intelligent tools for authoring through archiving </li></ul><ul><li>Cohesive knowledge development between JPL, its partners, and customers </li></ul>NASA Knowledge Management Roadmap <ul><li>Instrument design is semi-automatic based on knowledge repositories </li></ul><ul><li>Mission software auto-instantiates based on unique mission parameters </li></ul><ul><li>KM principles are part of culture </li></ul><ul><li>KM practices are supported by layered COTS products </li></ul><ul><li>Remote data management allows spacecraft to self-command </li></ul><ul><li>Knowledge gathered any place from hand-held devices using standard formats on interplanetary Internet </li></ul><ul><li>Expert systems on spacecraft analyze and upload data </li></ul><ul><li>Autonomous agents operate across existing sensor and telemetry products </li></ul><ul><li>Industry and academia supply spacecraft parts based on collaborative designs derived from NASA’s knowledge system </li></ul>Capturing Knowledge Sharing Knowledge <ul><li>MarsNet </li></ul><ul><li>Mars Exploration Rovers </li></ul><ul><li>Space Interferometry Mission </li></ul>Enables capture of knowledge at the point of origin, human or robotic, without invasive technology Enables seamless integration of systems throughout the world and with robotic spacecraft Enables sharing of essential knowledge to complete Agency tasks Modeling Expert Knowledge <ul><li>Systems model experts’ patterns and behaviors to gather knowledge implicitly </li></ul><ul><li>Seamless knowledge exchange with robotic explorers </li></ul><ul><li>Planetary explorers contribute to their successor’s design from experience and synthesis </li></ul><ul><li>Knowledge systems collaborate with experts for new research </li></ul><ul><li>Interstellar missions </li></ul><ul><li>Permanent lunar and Martian colonies </li></ul><ul><li>Europa Lander/Submersible </li></ul><ul><li>Titan Organics: Lander/Aerobot </li></ul><ul><li>Neptune Orbiter/Triton Observer </li></ul><ul><li>Mars robotic outposts </li></ul><ul><li>Comet Nucleus Sample Return </li></ul><ul><li>Saturn Ring Observer </li></ul><ul><li>Terrestrial Planet Finder </li></ul>2003 2007 2010 2025 Enables real-time capture of tacit knowledge from experts on Earth and in permanent outposts http:// km.nasa.gov Jeanne Holm, Chief Knowledge Architect NASA/Jet Propulsion Laboratory
  36. 36. 5 th Dimension in Knowledge Management?
  37. 37. Could India lead Asia to the next dimension in Knowledge Management?
  38. 38. www.knowledge-management-online.com Ron Young, 23 rd November 2010, KM Asia, Singapore
  39. 39. Contact Ron Young <ul><li>Web: www.knowledge-management-online.com </li></ul><ul><li>Blog: http://km-consulting.blogspot.com </li></ul><ul><li>Facebook: www.facebook.com/ronyoung </li></ul><ul><li>Linkedin: www.linkedin.com/ronyoung </li></ul><ul><li>Twitter: www.twitter.com/ronyoung </li></ul><ul><li>Knols: knol.google.com/ronyoung </li></ul><ul><li>Email: ronyoung@young-int.com </li></ul>
  40. 40. Pearls of Wisdom “ One’s knowledge is only a handful of sand, there is still an ocean of knowledge to learn” Tamil proverb
  41. 41. Pearls of Wisdom “ Think of yourself as if you were the only unenlightened person in the world. Everyone else is your teacher.” Buddha

Editor's Notes

  • Key Messages: Transition:
  • Key Messages 90:10 analogy. 10% explicit knowledge 90% tacit knowledge Transfer of the tacit to tacit knowledge   Rate of transfer of k between people is dependent on the richness of the information communicated   Transition
  • Key Messages 90:10 analogy. 10% explicit knowledge 90% tacit knowledge Transfer of the tacit to tacit knowledge   Rate of transfer of k between people is dependent on the richness of the information communicated   Transition
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages Virtuous Circle. The key point in all of the principles is education.     Transition We have now looked at our links to the business objectives.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages Transition
  • Key Messages Move towards creating KM standards   Transition   Further Reading Knowledge Management – A Guide to Good Practice – PricewaterCoopers, BSI Website – http://www.bsi-global.com
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages Framework to help organisations to start envisioning how the KM strategy might be structured.         Transition We will look how we can do this in the next step – knowledge assessment.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages Keywords here are collectively and systematically. KM is about Creating, Sharing and applying Knowledge KM must be linked to the Business Objectives   Transition
  • Key Messages Framework to help organisations to start envisioning how the KM strategy might be structured.         Transition We will look how we can do this in the next step – knowledge assessment.
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
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