Sata Presentation Jc


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Southern African Railways Association (SARA) - Papers and Publications.

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  • On average the human mind has about 3 terabytes of memory stored. Most of it is useless data. This is much like the search engines currently available. Data needs therefore to be put into context to become Knowledge through manipulation of this data by ITCs taking cognisance of garbage in garbage out.
  • Sata Presentation Jc

    2. 2. PRESENTATION PLAN <ul><ul><li>KNOWLEDGE MANANGEMENT (KM) </li></ul></ul><ul><ul><li>ICTs & HUMAN CAPITAL IN KM </li></ul></ul><ul><ul><li>ROLE OF ICTs IN KM </li></ul></ul><ul><ul><li>ACCELERATION OF KM </li></ul></ul><ul><ul><li>BARRIERS </li></ul></ul><ul><ul><li>REGIONAL PERSPECTIVE OF KM </li></ul></ul>
    3. 3. BACKGROUND <ul><ul><li>A collection of data is not information. </li></ul></ul><ul><ul><li>A collection of information is not knowledge. </li></ul></ul><ul><ul><li>A collection of knowledge is not wisdom. </li></ul></ul><ul><ul><li>A collection of wisdom is not truth. </li></ul></ul><ul><ul><li>The idea is that information, knowledge, and wisdom are more than simple collections. Rather, the whole represents more than the sum of its parts and has a synergy of its own. (Neil Fleming). </li></ul></ul>
    4. 4. BACKGROUND CONT’D <ul><li>This is what brings about knowledge management </li></ul>
    5. 5. KNOWLEDGE MANAGEMENT (KM)- Definition Knowledge Management is about bring knowledge to Business processes through use of people Information and Communication Technologies (ICTs).
    6. 6. KM- Definition Cont’d Organisation KM KM KM KM KM processes
    7. 7. KM PROCESSES <ul><li>KM involves a number of processes. Below are just a few of them </li></ul><ul><ul><li>Knowledge Process </li></ul></ul><ul><ul><ul><ul><li>Develop knowledge </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Apply knowledge </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Access knowledge </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Transform knowledge </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Transfer knowledge </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Update knowledge </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Preserve knowledge </li></ul></ul></ul></ul>
    8. 8. ENABLERS OF KM <ul><li>KM enablers </li></ul>Knowledge based systems Intranets Leadership Document retrieval Behaviour Data mining Roles and Responsibilities Groupware Incentives and rewards ICTs Organisation & culture
    9. 9. <ul><li>KM focuses on doing the right thing that is relevant at any given time instead of doing things right. </li></ul><ul><li>KM harnesses the human creativity and innovativeness needed in Organisational processes/activities. </li></ul><ul><li>KM fosters a learning culture that provides opportunities for continuous development and encourages worker participation. </li></ul><ul><li>KM symbolizes a transition from information value chain (IVC) to Knowledge Value Chain (KVC) due to ICTs developments over the years </li></ul>KM Cont’d
    10. 10. ICTs & HUMAN CAPITAL IN KM <ul><li>ICTs have brought about changes in the work environment where the options for where and how you work seem unlimited by today's standards. </li></ul><ul><li>ICTs have also made it easier for organisations to adapt to any forms of change and this change has brought about organizational growth. </li></ul><ul><li>ICTs and human capital contribute to Organisational change through KM </li></ul><ul><li>ICTs leave Knowledge workers to concentrate their time and effort on value adding activities. </li></ul>
    11. 11. ROLE OF ICTs IN KM <ul><li>According to Digital Opportunity Initiative (DOI) there are two most powerful forces in the world today; </li></ul><ul><ul><ul><li>The spread of ICT </li></ul></ul></ul><ul><ul><ul><li>The global effort to achieve more widespread social and economic development </li></ul></ul></ul><ul><ul><li>ICTs are catalyst of social and economic </li></ul></ul><ul><ul><li>development. </li></ul></ul><ul><ul><li>Human capital is the key indicator in sustainable social and economic development </li></ul></ul>
    12. 12. ROLE OF ICTs IN KM Cont’d <ul><li>Thus the need to empower the </li></ul><ul><ul><ul><ul><li>Community </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Employees </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Learners </li></ul></ul></ul></ul><ul><li>The empowerment of the above links corporate governance and KM </li></ul>
    13. 13. ROLE OF ICTs IN KM Cont’d <ul><li>Use of ICTs for day to day activities. </li></ul><ul><li>ICTs are redefining our priorities as individuals and organisations & new opportunities are being opened. </li></ul><ul><li>The change that ICTs bring out is that of knowledge and information sharing. </li></ul>
    14. 14. ROLE OF ICTs IN KM Cont’d <ul><li>In to-day’s knowledge–economy, competitive advantage lies not in technology, finance and structure but lies </li></ul><ul><ul><li>In developing people and organizations </li></ul></ul><ul><ul><li>In the cultures and value systems </li></ul></ul><ul><ul><li>In nurturing the talents and competencies of people who make up the organizations. </li></ul></ul><ul><li>The knowledge society we are living in requires organisations to accelerate the development of knowledge management. </li></ul>
    15. 15. ACCELERATING KM THROUGH ICTs <ul><li>Today’s organisation requires to acknowledge intellectual assets it has together with other tangible assets. </li></ul><ul><li>Intellectual assets are unique competencies identified through KM </li></ul><ul><li>KM empowers employees and brings about commitment, a culture of learning thus bringing continuous improvement on organisational competitiveness. </li></ul><ul><li>Organisations need to accelerate KM for knowledge takes time to experience and acquire once lost </li></ul>
    16. 16. WHY ACCELERATE KM Cont’d <ul><li>Globalization is increases competition. </li></ul><ul><li>Global Financial Crisis is a wake up call to organisations. </li></ul><ul><li>Reduction in foreign investment </li></ul><ul><li>Competitive pressure from recession </li></ul><ul><li>Strategic change </li></ul><ul><li>Employee morbidity </li></ul>
    17. 17. BARRIERS TO KM <ul><li>Earlier we said </li></ul><ul><ul><li>ICT are catalyst to social and economic development </li></ul></ul><ul><ul><li>Human capital is key indicator in sustainable social and economic development. </li></ul></ul><ul><li>Lack of : </li></ul><ul><ul><li>effective communication channels </li></ul></ul><ul><ul><li>Employee motivation </li></ul></ul><ul><ul><li>Knowledge management road map and identification of knowledge gaps </li></ul></ul>
    18. 18. BARRIERS TO KM Cont’d <ul><li>Lack of : </li></ul><ul><ul><li>Acknowledgement of KVC by management </li></ul></ul><ul><ul><li>Recognition of intellectual assets </li></ul></ul><ul><li>Change management </li></ul><ul><li>Connectivity </li></ul><ul><ul><li>Availability and reliability of infrastructure to access Internet and communicate with other organisation </li></ul></ul><ul><li>Power supply </li></ul>
    19. 19. BARRIERS TO KM Cont’d <ul><li>Cost </li></ul><ul><ul><li>Although globally cost of hardware, software and Internet have reduced in developing countries it is still a challenge. </li></ul></ul><ul><li>Substance and language of the context </li></ul><ul><ul><li>Relevance and comprehensibility is still an issue </li></ul></ul><ul><li>Digital capacity of organisation </li></ul><ul><ul><li>E-readiness of organisation </li></ul></ul><ul><ul><li>Leadership perception and appreciation. </li></ul></ul>
    20. 20. BARRIERS TO KM cont’d <ul><li>Content </li></ul><ul><ul><li>Information is one of the key factors that motivate people to use Internet. </li></ul></ul><ul><ul><li>Information can be accessible but the understanding of it can be a barrier. – access levels with the organisation. </li></ul></ul><ul><li>Organisational resource allocation policies </li></ul><ul><li>Inter- connectivity between countries </li></ul><ul><ul><li>Disparity in connectivity, access speeds, infrastructure development </li></ul></ul><ul><li>Digital Divide </li></ul>
    21. 21. KM IN SADC <ul><li>The World Economic Forum acknowledges the role of ICT in economic growth & SADC is not spared. </li></ul><ul><li>Regional Associations are formed from different articles of SADC Protocols for effective regional coordination and integration. </li></ul>
    22. 22. KM IN SADC Cont’d <ul><li>KM at these Associations and their members would only be recognized if the ICT infrastructure whose backbone is telecommunications is supportive. </li></ul><ul><li>The level of ICT infrastructure are different at organisational or national levels due to a number of reasons. </li></ul><ul><ul><li>Cost of ICT infrastructure </li></ul></ul><ul><ul><li>ICT appreciation </li></ul></ul><ul><ul><li>Telecommunication infrastructure </li></ul></ul><ul><ul><li>Organisational Investment priorities </li></ul></ul>
    23. 23. KN IN SADC Cont’d <ul><li>Bottlenecks </li></ul><ul><ul><li>Wireless networks still expensive in most countries in the region </li></ul></ul><ul><ul><li>VSAT – license fees a very prohibitive </li></ul></ul><ul><ul><li>Radio links not very reliable but mostly used </li></ul></ul><ul><ul><li>Microwave links expensive and law and regulations prohibitive </li></ul></ul>
    24. 24. KN IN SADC Cont’d <ul><ul><li>Fibre optic – unreachable for many organisations </li></ul></ul><ul><ul><li>Cooper wire – vandalism common across the region </li></ul></ul><ul><li>SATA to facilitate the development of telecommunication infrastructure in the regional </li></ul>
    25. 25. CONCLUSION <ul><li>The changing world of business requires that the organisation tap into its intellectual assets, ICT and corporate strategies to address these changes. </li></ul><ul><li>In the current global financial crisis the utilization of such assets becomes paramount – No-one one knows everything and collective knowledge is vital for organisations to survive. </li></ul><ul><li>Knowledge is power. </li></ul><ul><li>KM brings about creativity and innovativeness </li></ul><ul><li>KM is represented by data, information, knowledge and wisdom </li></ul>
    26. 26. THANK YOU