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[object Object],[object Object],[object Object]
Knowledge Asset Management ,[object Object]
BSI Guide to Good Practices  ,[object Object]
KM Consulting & Education Cambridge, UK KA Academy Nr Toulouse, SW France
www.knowledge-management-online.com
http://km-consulting.blogspot.com
“ The most important, and indeed truly unique, contribution of management in the 20 th  century was the fifty-fold increase in the productivity of the manual worker in manufacturing. The most important contribution management needs to make in the 21 st  century is similarly to increase the productivity of knowledge work and the knowledge worker” Peter F. Drucker
Progress in 30 years?
Learning Organizations, KM and Web 2.0?
Timeless Business Principles
Timeless Business Principles Productivity
Timeless Business Principles Productivity Relations
Timeless Business Principles Productivity Relations Quality
Timeless Business Principles Productivity Relations Quality Learning & Knowledge
Why? Productivity Relations Quality Learning and Knowledge
Timeless Business Principles Increase  Sales
Timeless Business Principles Increase  Sales Reduce  Costs
Timeless Business Principles Increase  Sales Reduce  Costs Increase Profit/Value
Timeless Business Principles Increase  Sales Reduce  Costs Increase Value Learning and Knowledge
Timeless, Changeless Business Principles (Business Wisdom)
Timeless, Changeless Business Principles (Business Wisdom)  +  application of the best of the emerging and changing strategies, methods, tools and technologies
Timeless, Changeless Business Principles (Business Wisdom)  +  application of the best of the emerging and changing strategies, methods, tools and technologies = extraordinary value
APO KM Definition KM is an integrated approach of creating, sharing and applying knowledge to enhance organizational productivity, profitability and growth .
Competencies and Success Factors ,[object Object],[object Object],[object Object]
“ A competence is the efficient, effective and proper application of skills based on appropriate knowledge ”
The link between knowledge, skills, attitude and competencies Knowledge Skills Attitude Academic Competencies Management Source: Upside Down management Lorriman, Young, Kalinauckas McGraw Hill 1995
Levels of Competence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Learning Organizations and Knowledge Management? Personal learning Learning Organizations
KM Solutions Overview KM Executive Briefings, Master Classes and Workshops – Principles, Strategies, Processes, Practices, Methods, Tools and Technologies Stage 1 - KM Strategy Planning & KM Audit Stage 2 - Develop the K Based Organisation Stage 3 – Implement & Knowledge Asset    Measurement System High level Frameworks & Knowledge Portals KM Process/Applications/Components Library  Knowledge Server KM Team Roles & Responsibilities Critical K Worker skills  What? Why? How? How? Who? Where? When? KM Consulting KM Systems & Tools K Worker Training KM Education
Learning Organizations and Knowledge Management? Personal learning Learning Organizations Organizational Knowledge Management Personal learning
Learning Organizations and Knowledge Management? Personal learning Learning Organizations Organizational Knowledge Management Personal learning HR Driven IT Driven
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
Knowledge Process, Learning & Innovation Learning Innovation Learning Innovation Create Share Apply Identify Store
Knowledge Processes Create Share Apply Identify Store
Knowledge Process   ,[object Object],[object Object],[object Object],[object Object],[object Object]
“ What key areas of learning and knowledge, if they could be much better managed, would make a  big difference  to achieving/exceeding our objectives over the next few years "
Knowledge Process   ,[object Object],[object Object],[object Object],[object Object],[object Object]
Knowledge Assets and IC
Knowledge Asset Management 90m ? 10m 90m 10m MA SA HA FA MA SA HA FA
4 Modes of Knowledge Transfer Tacit  to Explicit Explicit to Explicit Explicit to Tacit Tacit to Tacit Externalization Internalization Combination Socialization Source:  The Knowledge Creating Company  Nonaka & Takeuchi Knowledge Amplification
Creativity & Innovation Ideas & Insights Creativity
Creativity & Innovation Ideas & Insights Creativity Innovation Harvesting
Creativity & Innovation Ideas & Insights Creativity Innovation Harvesting Divergent Process Convergent Process
Learning / After Action Review ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What new learnings, ideas, insights have we had today? Is this critical new knowledge for the Organisation?
From ‘episodic’ learning to ‘continuous learning’   From ‘episodic innovation’ to ‘continuous innovation’
Knowledge Process   ,[object Object],[object Object],[object Object],[object Object],[object Object]
“ The Web has  radically and   fundamentally  changed the economics, processes and tools of knowledge"
Knowledge Management and Web 2.0?
Knowledge Portal  www.eol.org
Knowledge Process   ,[object Object],[object Object],[object Object],[object Object],[object Object]
People & Knowledge Sharing  (70% of the KM effort)
Fear  vs  Trust ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
KM Principles - Trust Trust
"Trust is the lifeblood of an organization and is the highest form of human motivation.  People work together most effectively when they trust each other" Stephen Covey  'The Seven Habits of Highly Effective People'
KM Principles - Communicate Trust Communicate
"Open Communications increases confidence, builds Trust, and naturally leads to a desire to co-operate and collaborate" Communication - the exchange of information Collaboration    - creating synergy, shared understanding    and innovating together
KM Principles - Learn Trust Communicate Learn
"Rapid Learning increases competence, builds greater Trust, and  naturally  leads to a desire to share"
KM Principles – Share Knowledge Communicate Learn Share Knowledge   Trust
KM Principles Trust
KM Principles Communicate Trust
KM Principles Communicate Learn Trust
KM Principles Communicate Learn Share   Trust
Knowledge Process   ,[object Object],[object Object],[object Object],[object Object],[object Object]
Knowledge on the Web
"Knowledge Management is the discipline of enabling individuals, teams and entire organisations to collectively and systematically capture, store, create, share and apply knowledge, to better achieve their  objectives"
"Knowledge Management is the discipline of enabling individuals, teams and entire organisations to  collectively  and  systematically  capture, store, create, share and  apply  knowledge, to better achieve their  objectives"
Knowledge Asset Framework Developed by the Know-Net Consortium 1998 – 2000 Enhanced by Knowledge Associates 2001
www.knowledge-management-online.com
[object Object],[object Object],[object Object]
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
4 Dimensions of a Learning and Knowledge Based Organization   ,[object Object],[object Object],[object Object],[object Object]
Integrating Distributed Knowledge ,[object Object],[object Object],[object Object],[object Object],[object Object],NASA Knowledge Management Roadmap ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Capturing Knowledge Sharing Knowledge ,[object Object],[object Object],[object Object],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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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
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
The Next Ten Years - Key Challenges  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
www.knowledge-management-online.com http://km-consulting.blogspot.com [email_address]

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Ron Young 25 06 08 Bali Apo Learning Organizations

Editor's Notes

  1. Key Messages: Transition: