This document provides an introduction to knowledge management. It discusses key topics such as the definition of knowledge management, the people, processes, and technologies involved, and intellectual capital. It also addresses strategies for knowledge management, competitive forces, tactics, and creating a knowledge sharing culture. The overall document aims to provide a high-level overview of knowledge management.
Knowledge Management basics; an introduction, covering definitions of knowledge and knowledge management, the three enablers of people, process and technology, the two routes of connect and collect, and the two motivators of push and pull. From http://www.knoco.com
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...Joe Hessmiller
Â
This is a presentation developed for the management team of the Texas Teachers Retirement System. It focuses on doing something that would be effective (provide the knowledge when and where needed) and successful (could be implemented by the people the client has, quickly and at low cost.)
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Â
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
Knowledge management explained by Enamul HaqueEnamul Haque
Â
Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition:
"Knowledge management is the process of capturing, distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."
Law Firm Knowledge Management, An IntroductionConnie Crosby
Â
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
models of knowledge management, expert systems and knowledge management, the concept of knowledge value creation and ways to create value through knowledge
Knowledge Management basics; an introduction, covering definitions of knowledge and knowledge management, the three enablers of people, process and technology, the two routes of connect and collect, and the two motivators of push and pull. From http://www.knoco.com
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...Joe Hessmiller
Â
This is a presentation developed for the management team of the Texas Teachers Retirement System. It focuses on doing something that would be effective (provide the knowledge when and where needed) and successful (could be implemented by the people the client has, quickly and at low cost.)
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Â
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
Knowledge management explained by Enamul HaqueEnamul Haque
Â
Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition:
"Knowledge management is the process of capturing, distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."
Law Firm Knowledge Management, An IntroductionConnie Crosby
Â
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
models of knowledge management, expert systems and knowledge management, the concept of knowledge value creation and ways to create value through knowledge
Great quotes from historical leading thinkers (Einstein) to contemporary (Tim OâReilly & DJ Patil) have to say about the power, use and analysis of data.
Slide deck from my talk at Big Data Spain 2015 - Martyn Richard Jones
The ultimate business success of Big Data in business will depend on our ability to successfully bring about the realignment and placement of Big Data into a more generalized architectural framework, one that coalesces strategic, technical and management elements of data warehousing (DW 3.0), business intelligence, textual analysis and statistical analysis into a coherent, synergistic and usable whole.
Session presented at Big Data Spain 2015 Conference
16th Oct 2015
KinĂŠpolis Madrid
http://www.bigdataspain.org
Event promoted by: http://www.paradigmatecnologico.com
Abstract: http://www.bigdataspain.org/program/fri/slot-26.html
Be Digital or Die - Big Data in Financial ServicesFintricity
Â
Leveraging Big Data, disruptive technologies (such as Blockchain) and new business models to digitally transform financial services companies. Presented by Alpesh Doshi at the Big Data Innovation Summit in San Francisco 2016.
The role of enterprise architecture in digital transformationDanny Greefhorst
Â
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
In September 2016, utility professionals from all over the US and Canada gathered in Denver for the E Source Forum. We gathered insights from Forum sessions, attendee tweets, and participant comments and compiled them here.
IFAC and the World Bank Centre for Financial Reporting Reform hosted a joint Regional Small- and Medium-sized Practices (SMP) Forum for Europe and Central Asia on May 31 in Vienna, Austria.
The Forum provided the opportunity to discuss addressing the challenges and opportunities SMPs and medium-sized entities (SMEs) face.
This presentation was delivered by EK CEO Zach Wahl at the 2023 Midwest KM Symposium in Kent State, Ohio. The presentation defines Knowledge Management and its value. It also covers key industry trends and outcomes.
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
The Death of the Business Plan EODF Amsterdam, 2014Chris Catto
Â
The Death of the Business Plan and Birth of the Statement of Strategic Modality. Power point version as presented at European Organisation Design Forum, Amsterdam, 17 October 2014.
Cases & References
Flight Centre - Mandy Johnson
Handelsbanken - Jan Wallander's Way
Southwest Airlines - Values Based Organisations
Kyocera - Kazuo Inamori, Amoeba Management
Organize for Complexity, Niels Pflaeging
Attending a job Interview for B1 and B2 Englsih learnersErika906060
Â
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Improving profitability for small businessBen Wann
Â
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Â
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
đ˘ Email Access
đ˘ Bank Added
đ˘ Card Verified
đ˘ Full SSN Provided
đ˘ Phone Number Access
đ˘ Driving License Copy
đ˘ Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1âŞ(218) 203-5951âŹ
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
"đŠđŹđŽđźđľ đžđ°đťđŻ đťđą đ°đş đŻđ¨đłđ đŤđśđľđŹ"
đđ đđ¨đŚđŹ (đđ đđ¨đŚđŚđŽđ§đ˘đđđđ˘đ¨đ§đŹ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
đđ đđ¨đŚđŹ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
â đ đđđđŽđŤđđ đŠđŤđ¨đŁđđđđŹ:
⢠2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
⢠SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
â˘FreenBecky 1st Fan Meeting in Vietnam
â˘CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
⢠WOW K-Music Festival 2023
⢠Winner [CROSS] Tour in HCM
⢠Super Show 9 in HCM with Super Junior
⢠HCMC - Gyeongsangbuk-do Culture and Tourism Festival
⢠Korean Vietnam Partnership - Fair with LG
⢠Korean President visits Samsung Electronics R&D Center
⢠Vietnam Food Expo with Lotte Wellfood
"đđŻđđŤđ˛ đđŻđđ§đ đ˘đŹ đ đŹđđ¨đŤđ˛, đ đŹđŠđđđ˘đđĽ đŁđ¨đŽđŤđ§đđ˛. đđ đđĽđ°đđ˛đŹ đđđĽđ˘đđŻđ đđĄđđ đŹđĄđ¨đŤđđĽđ˛ đ˛đ¨đŽ đ°đ˘đĽđĽ đđ đ đŠđđŤđ đ¨đ đ¨đŽđŤ đŹđđ¨đŤđ˘đđŹ."
Business Valuation Principles for EntrepreneursBen Wann
Â
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Â
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
We will dig deeper into:
1. How to capture video testimonials that convert from your audience đĽ
2. How to leverage your testimonials to boost your sales đ˛
3. How you can capture more CRM data to understand your audience better through video testimonials. đ
Memorandum Of Association Constitution of Company.pptseri bangash
Â
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Â
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, youâll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Â
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Â
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
Â
A brief introduction to Knowledge Management
1. A Brief Introduction to âŚ
Knowledge Management
Cambriano Energy, Good Strat Blog, Iniciativa Consulting & Martyn Jones Europe
cambriano.es
martyn.jones@cambriano.es
Telephone: +34 618 471 465
martyn.jones@cambriano.es
2. Theme: An Introduction to ⌠Knowledge Management
Objective: Gain a high-level understanding of KM
Topics: KM People, Process and Technology
Authors: Martyn Jones & M-C Portillo. Iniciativa
Consulting. Cambriano Enrgy. Open Knowledge
Methodology.
Duration: Approx. 45 minutes
Agenda
martyn.jones@cambriano.es
3. Copyright Š 1992-2000 Iniciativa Org, S.L. Page 3
KM Quotes
âKnowledge management is all there is in our company. We live
and die on our intellectual propertyâŚacquiring knowledge
quicklyâŚmoving it around the company very quicklyâŚitâs all
about knowledge transfer...starting with the customer.â
Lew Platt
HP
The Performance Group Consortium
May 1997
martyn.jones@cambriano.es
5. Copyright Š 1992-2000 Iniciativa Org, S.L. Page 5
Ideas About Knowledge Management â 1/4
Helping
â to manage complexity, change, speed and know-how
in increasingly informal, ambiguous and
opportunistic business environments
Helping
â business to really know what their know-how is
Helping
â to improve the quality of decision making through
the supply of adequate, appropriate and timely
information and knowledge
martyn.jones@cambriano.es
martyn.jones@cambriano.es
6. Ideas About Knowledge Management â 2/4
Helping
â to drive continuous improvements in quality and
innovation
Helping
â to formulate new best principles and best practices
Helping
â to achieve greater business intensity, intimacy,
complicity and agility
martyn.jones@cambriano.es
7. Ideas About Knowledge Management â 3/4
Helping
â to create a culture of sharing and collaboration
Helping
â to promote the creation and management of
Structured Intellectual Capital
Helping
â employees locate skills and experience
martyn.jones@cambriano.es
8. Ideas About Knowledge Management â 4/4
Helping
â business to identify ways to encourage employees to
share know-how
Helping
â business to assess states of readiness in terms of
technology, culture, economics and politics
Helping
â to exploit knowledge and to connect people
martyn.jones@cambriano.es
9. Human Capital
â the capabilities of the individuals required to provide
solutions to customers
Structural Capital
â capabilities of the organization to meet market
requirements
Customer Capital
â value of an organizationâs relationships with the
people with whom it does business
Language of KM â 1/3
martyn.jones@cambriano.es
10. Language of KM â 2/3
Customer Intimacy
â increasing customer knowledge
Customer Intensity
â sharing know-how with the customer
Agility
â rapid learning and intellectual capital reuse
Intellectual Capital
â know-how
martyn.jones@cambriano.es
11. Language of KM â 3/3
Knowledge Based Products
â unique value propositions based on associated
knowledge content
Innovation
â creating new information and know-how
Process and Product Quality
â sharing information and know-how related to work
practices, processes and quality innovations
martyn.jones@cambriano.es
12. KM: Business Imperatives
Industrial - making & moving Information - transactional
natural resources based people based
things know how = ideas
measure cost & quality measure time & quality
currency = $, âŹ, cost currency = innovation
capitalistic economy network economy
CSF = low cost producer CSF = fast learning organisation
centralized & controlled decentralized & shared
linear & predictable chaotic & complex
change slow change exponential
economy of scale economy of integration
bottom line = cost bottom line = speed & quality
martyn.jones@cambriano.es
13. KM: Decisions, Decisions
⢠focus on the core business
⢠outsource non-core activities
⢠Understand buy and build options
⢠focus on asset life cycle
⢠focus on portfolios
⢠partner & collaborate
⢠and be more profitable now!
martyn.jones@cambriano.es
15. Page 15
Competition from
within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat of
replacements
Bargaining
power
Bargaining
power
Bargaining
power
Sources: Michael Porter;Martyn R Jones
and others
Competitive Forces and KM
Design by Iniciativa Consulting
Government
16. Page 16
Competition from
within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat of
replacements
Bargaining
power
Bargaining
power
Bargaining
power
Sources: Michael Porter;Martyn R Jones
and others
Competition from within the industry:
When, where, how, why and with
what to compete.
Conditioning factors in the making
and breaking of alliances.
Competitive Forces and KM
Design by Iniciativa Consulting
Government
17. Page 17
Competition from
within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat of
replacements
Bargaining
power
Bargaining
power
Bargaining
power
Sources: Michael Porter;Martyn R Jones
and others
Competitive Forces and KM
Design by Iniciativa Consulting
Government
Buyers:
Marketing and Sales intelligence
and know-how.
Matching needs with products,
services and value propositions.
Customer intimacy and intensity.
18. Page 18
Competition from
within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat of
replacements
Bargaining
power
Bargaining
power
Bargaining
power
Sources: Michael Porter;Martyn R Jones
and others
Suppliers: Supply chain management
and associated information
management allows customers to
have a much clearer relationship
with suppliers.
Competitive Forces and KM
Design by Iniciativa Consulting
Government
19. Page 19
Competition from
within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat of
replacements
Bargaining
power
Bargaining
power
Bargaining
power
Sources: Michael Porter;Martyn R Jones
and others
Competitive Forces and KM
Design by Iniciativa Consulting
Government
Potential Entrants:
IM and KM that uses external
market information can help
businesses to anticipate possible
and probable market incursion.
20. Page 20
Competition from
within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat of
replacements
Bargaining
power
Bargaining
power
Bargaining
power
Sources: Michael Porter;Martyn R Jones
and others
Replacements:
Replacement products and
services ⌠difficult to pick up on
the business radar.
KM in the form of a Digital
Network facilitates awareness
Competitive Forces and KM
Design by Iniciativa Consulting
Government
21. Page 21
Competitive Forces and KM
Design by Iniciativa Consulting
Competition from
within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat of
replacements
Bargaining
power
Bargaining
power
Bargaining
power
Sources: Michael Porter;Martyn R Jones
and others
Government
24. Page 24
Strategy
Skills Shared
Values
Structure Systems Staff Style
Strategy: The major objectives of an
organization and the policies and
strategies that govern the acquisition,
use and disposition of resources to
achieve those objectives depends on
information and knowledge
Source: McKinsey & Co.;Martyn R Jones
and others
Elements of Strategy and KM
Design by Iniciativa Consulting
25. Copyright Š 1992-2000 Iniciativa Org, S.L. Page 25
Strategy
Skills Shared
Values
Structure Systems Staff Style
Shared Values: common assumptions
about what the business is trying to
achieve, how it should go about its
work, how people should deal with
each other, and how issues that arise
ought to be tackled. Clearly, the
sharing of values depends on
information and knowledge
Source: McKinsey & Co.;Martyn R Jones
and others
Elements of Strategy and KM
Design by Iniciativa Consulting
26. Page 26
Strategy
Skills Shared
Values
Structure Systems Staff Style
Skills: Skills can be defined as the
competencies the organization needs
in its people in order to perform
required activities to the desired
standard. Information and knowledge
are important ingredients here. Source: McKinsey & Co.;Martyn R Jones
and others
Elements of Strategy and KM
Design by Iniciativa Consulting
27. Page 27
Strategy
Skills Shared
Values
Structure Systems Staff Style
Structure: Structure is concerned with
how the business breaks down its
activities into distinct elements and
how these elements are coordinated.
KM and IM are critical to success in
this area.
Source: McKinsey & Co.;Martyn R Jones
and others
Elements of Strategy and KM
Design by Iniciativa Consulting
28. Page 28
Strategy
Skills Shared
Values
Structure Systems Staff Style
Systems: The systems used by the
business should reflect the aims of
accountability, professionalism and
constancy of purpose. KM is key in
ensuring the permanent alignment of
people, systems and business needs.
Source: McKinsey & Co.;Martyn R Jones
and others
Elements of Strategy and KM
Design by Iniciativa Consulting
29. Page 29
Strategy
Skills Shared
Values
Structure Systems Staff Style
Staff: Ensuring that business has the
right people with the right capabilities
available to address business needs
and the needs of people. KM plays a
role in providing staff with know-how
and the business with solutions.
Source: McKinsey & Co.;Martyn R Jones
and others
Elements of Strategy and KM
Design by Iniciativa Consulting
30. Page 30
Elements of Strategy and KM
Design by Iniciativa Consulting
Strategy
Skills Shared
Values
Structure Systems Staff Style
Style: Style is the philosophy, values and
shared beliefs adopted by people in
their use and abuse of power. KM can
be used to ensure that corporate and
personal styles are consistent and
coherent.
Source: McKinsey & Co.;Martyn R Jones
and others
31. Page 31
Elements of Strategy and KM
Design by Iniciativa Consulting
Strategy
Skills Shared
Values
Structure Systems Staff Style
Source: McKinsey & Co
33. Page 33
Tactics and KM: Ten Myths I
⢠Myth 1: KM should be used to deliver best products and
services to the marketplace
KM should be used to support the formulation, implementation
and execution of business strategies
KM should be used to provide customers with what they want in
the way that a business wants to meet those needs
⢠Myth 2: KM based accelerated innovation guarantees
commercial success
KM might be used to create a better mousetrap but cannot ensure
the commercial success of a better mousetrap
⢠Myth 3: Only the Knowledgeable Survive
An extremely elitist and mistaken view of the role of KM
Being knowledgable facilitates an ability to âwalk the talkâ
Experience ensures that business can âwalk the walkâ
martyn.jones@cambriano.es
34. Page 34
Tactics and KM: Ten Myths II
⢠Myth 4: Knowledge drives decision support like no other
Knowledge drives nothing without the intervention of one or more
humans who can add value to information
⢠Myth 5: KM lets business lead change
You can theoretically lead a horse to water, but you cannot make
it drink â especially if you donât have a horse
⢠Myth 6: KM lets business predict the future by using the
past as a guide
The same circumstances occurring at different times will not
guarantee consistent outcomes
There are no new birds in last years nests â Miguel de Cervantes
martyn.jones@cambriano.es
35. Page 35
Tactics and KM: Ten Myths III
⢠Myth 7: Knowledge brings quality to products and
services
Not intrinsically true â adequate, appropriate and timely
information can also b used to achieve the same thing
⢠Myth 8: Documentation Management is not KM
A document is one of the most important forms used for know-
how transfer therefore the management of the media is consistent
with the management of know-how
⢠Myth 9: KM is the evolution of Data Warehousing
A rumor spread by opposing bands of 1990âs Technology
Strategists and 1960âs Systems Thinkers
⢠Myth 10: KM is only for Knowledge Intensive Businesses
KM is like power management and electricity â no business should
be without it
martyn.jones@cambriano.es
40. Page 40
Tacit Knowledge
⢠Personal, context-specific knowledge
⢠Resides in an individual
⢠Relies on experiences, hunches and insights
Explicit Knowledge
⢠Formal, documented knowledge
⢠Can be conveyed from one person to another
through documents, images and other deliberate
communication mediums
KM: There Are Two Types Of Knowledge
martyn.jones@cambriano.es
41. Page 41
Interpretation â Identifying scenarios and series of events
Prediction - Inferring likely consequences of given situations
Diagnosis - Inferring system malfunctions from observables
Design - Configuring processes subject to constraints
Planning - Designing actions
Monitoring - Comparing observations to plan vulnerabilities
Debugging â Identifying and describing improvements
Repair - Executing a plan to administer a prescribed remedy
Instruction - Diagnosing, understanding and improving process
behavior
Control - Interpreting, predicting, improving and monitoring
process behavior
KM: Various Uses of Knowledge
martyn.jones@cambriano.es
43. Page 43
Tacit Knowledge Explicit Knowledge
from
to
Externalization
CombinationInternalization
Socialisation
The Knowledge Spiral Builds Intellectual Capital
Tacit
Knowledge
Explicit
Knowledge
martyn.jones@cambriano.es
44. Page 44
The KM Team Focus
Focus on knowledge flow and content that is of most value for
the business
Align with values, vision, strategies and competitive forces
Develop processes for contribution, use and revitalization
Establish security standards and practices
Create roles and responsibilities
Establish measures of content and technical quality
Donât forget: a technology environment alone
will not enable Knowledge Management
martyn.jones@cambriano.es
45. Page 45
Top consultants who
actively share their
knowledge dramatically
increase their value.
Leveraging other people's
knowledge, experience and
deliverables to increase our
quality and efficiency is
desired behavior.
Innovation is highly valued
when both successes and
failures are shared
Time spent increasing the
knowledge and confidence
of other consultants is a
highly valued activity
Knowledge Sharing Values
martyn.jones@cambriano.es
46. Page 46
The Iniciativa OpenKnowledge
Common Interest Community Process
Onboarding Planning Learning Sessions Apply Lessons Learned
Meeting to
describe CoP
process and roles
Identify CoPs and
Leads
Establish Planning
session dates for
each CoP
Conference call with
each CoP lead and
SMEs
Identify CoP
objectives and initial
topics
Identify potential
participants
Invite participants
Exchange knowledge,
experiences, tools and
templates
Capture knowledge
opportunities for skill
development
Indentify topics and
logistics for next session
Integrate learning and
experience of others into
project work
Develop collateral;
combine new knowledge
with existing
methodologies
Provide access to
documented knowledge
via technology
Reflect and learn
â˘CoPs - Communication of Communities of Practice; their goals, meeting schedules and
topics
â˘Highlight and share successes, lessons learned and business results
Practice/Program
Leaders
CoP Leads
SMEs
Knowledge
Facilitators
CoP Lead
SMEs
Knowledge
Facilitators
CoP Participants
SMEs
Knowledge
Factilitators
CoP Participants
Key Roles:
Ongoing:
martyn.jones@cambriano.es
47. Page 47
Knowledge Processes & Structured Intellectual Capital
Tacit Explicit
Practice
Principles
Process
Gathering
Process
SIC
Synthesis
and Create
Repository
Process
Business
Process
Individuals
Communities
Common
Interests
Structured IC
Types of
Vision
Common
Interest
Process
Mentoring
Process
martyn.jones@cambriano.es
48. Page 48
Outcome: Createa sense
of community
Outcome: Pervasive
knowledgesharing
Create the
Foundation
On-goingLearningand Communication
Outcome: Design
systemicenvironment
Build & Launch the
Environment
Permeate the
Environment
KM
Snapshots
Communities
Of Practice
Knowledge
Sharing
Forums
Knowledge
Technology
The Knowledge Spiral:
Continuous Knowledge
Sharing and Learning
Accelerating Knowledge Management
martyn.jones@cambriano.es
49. Page 49
1. Exchange
ideas
2. Exchange tools /
templates
3. Integrate into
other documents
and media
4. Apply in practice
6. Share with
community
5. Reflect and
learn
What is the Knowledge Spiral?
martyn.jones@cambriano.es
50. Page 50
1.Exchange Ideas
Learning Communities
ProjectSnapshots
Who tocall?
2.Capture Ideas, Insights,
Lessons Learned
Capture/Document
Use tools/templates
Classification/categories
3.Make Available/ Distribute
Integrate into other documents
Send Notifications
4.Apply in Practice
Find answers to
business issues
Reflectand Revise
Publish
Access
Capture
Learn
Tools
Profiling
Collaborative Environment
Electronic Communication
Tools
Object/Document
Management
Authoring/Publishing
Abstracting
Categorization
Electronic Communication
Tools
Intelligent Agents
Broadcasting &
Narrowcasting
Searching Engines
Electronic
Communication
Tools
Browsing/Navigational
Intelligent Agents
Search Engines
Tracking Tools
Security
Collaborative Environment
IT must enable the Knowledge Spiral
martyn.jones@cambriano.es
52. Page 52
KM: Questions Of Harmonization
⢠People are at the centre; not technology; not process
ď§ people-as-ends versus money-as-ends
⢠Middle Management filled the knowledge sharing role
between business strategies and high-technical
operational activities
ď§ who knows best how to do this?
ď§ now that we know, can we do it again in the future?
⢠Soft issues - culture & leadershipare really the hard
(difficult) issues. Hard issues - technology &
measurement are soft (easy) issues
martyn.jones@cambriano.es
53. Page 53
KM: Questions Of Harmonization
⢠Do we solve complex problems approximately or
simplified problems exactly?
⢠Learning faster and better than your competitor is the
only sustainable competitive advantage
⢠Honesty, Trust, Humility and Open Conversation
between people is essential and unavoidable if success is
really required
⢠âBusiness at the speed of needâ and âTime to thinkâ are
absolutely essential â Iniciativa Consulting
martyn.jones@cambriano.es
54. Page 54
KM: Questions Of Harmonization
⢠Positive Attitude
⢠Behavior & Skills
⢠Positive Value & Culture
Systems
⢠Value Relationships
⢠Strong Work Ethos
⢠Reward system aligned
with value system
⢠Better Decisions
⢠Personal & Team Qualities
â honesty
â trust
â humility
â open conversation
⢠Objective knowledge
⢠Subjective knowledge
⢠Knowledge of
evolutionary consequences
⢠Legacy builder
martyn.jones@cambriano.es
55. Page 55
Harmonising People, Technology & Process
TECHNOLOGY
knowledge tools for
information sharing
PROCESSES
integrated life cycle
processes focused on
E&P asset & model
driven learning
PEOPLE
multi-disciplinary teams /
groups working together to
solve common business problems
in non-competitive areas
martyn.jones@cambriano.es
57. Page 57
KM: Knowledge and Wisdom
I never waste memory on
things that can easily be
stored and retrieved from
elsewhere.
Albert Einstein
Knowledge is of two kinds. We
know a subject ourselves, or we
know where we can find
information upon it.
Samuel Johnson
martyn.jones@cambriano.es
58. Page 58
KM Value Platform
Human
Capital
Customer
Capital
Structural
Capital
The merging of three types
of capital, along with KM,
creates the desired
outcome ⌠an organization
so aligned and balanced
as to create the best
possible value.
Financial
Capital
martyn.jones@cambriano.es
59. Page 59
Market to Book RatioCustomer Capital
Measures Human Capital
Measures
Structural Capital Measures
Turnover rate
New Product sales(%total)
Employee attitude
Database replacement
costs
Working Capital
Customer retention
Brand Equity
Customer
Satisfaction
Ratio of sales to
admin. costs
Business Intellectual Capital
martyn.jones@cambriano.es
60. Copyright Š 1992-2000 Iniciativa Org, S.L. Page 60
Creating the KM Foundation
Knowledge Mapping
A process to identify knowledge and
skills needed to sell or deliver a
solution
Knowledge
Snapshots
Common
Interest
Communities
Knowledge
Mapping
Knowledge Snapshots
A process by which
approaches, insights, and
deliverables are captured
from the experience of
individuals and teams
Common Interest Communities
A process for people to connect
with other people to acquire,
exchange and build knowledge
martyn.jones@cambriano.es
64. Page 64
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM Pyramid
Copyright Š 2000 Iniciativa Org, S.L.
Data: We all know what data is. One
or more of a series of symbols
that possibly signify something or
other to someone or something at
some moment in time.
martyn.jones@cambriano.es
65. Page 65
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM Pyramid
Copyright Š 2000 Iniciativa Org, S.L.
Information: The result of putting
data into context. Knowledge
Management is highly dependent
on adequate, appropriate and
timely information.
martyn.jones@cambriano.es
70. Page 70
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM Pyramid
Copyright Š 2000 Iniciativa Org, S.L.
Understand: In order to be able to
identify opportunities for the
reuse of information it is
necessary to understand what
that information represents.
Uncover: Before a business can
understand the importance of
its knowledge based
information it has to âdiscoverâ
it.
martyn.jones@cambriano.es
71. Page 71
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM Pyramid
Copyright Š 2000 Iniciativa Org, S.L.
Understand: In order to be able to
identify opportunities for the
reuse of information it is
necessary to understand what
that information represents.
Uncover: Before a business can
understand the importance of
its knowledge based
information it has to âdiscoverâ
it.
Use: In order to add value to the
KM process it is necessary to
apply information and know-
how in a way that benefits the
business.
martyn.jones@cambriano.es
75. Page 75
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM Pyramid
Copyright Š 2000 Iniciativa Org, S.L.
Structure: Providing constancy of
purpose in structuring
information makes it easier to
understand the content of
reusable information.Content: information must convey
usable levels of content â
sufficient enough to be
significant and small enough to
be usable
martyn.jones@cambriano.es
76. Page 76
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM Pyramid
Copyright Š 2000 Iniciativa Org, S.L.
Structure: Providing constancy of
purpose in structuring
information makes it easier to
understand the content of
reusable information.Content: information must convey
usable levels of content â
sufficient enough to be
significant and small enough to
be usable
Context: Information must be
related to contexts in which it
has been created, context can
ascertained when information
is uncovered.
martyn.jones@cambriano.es
80. Page 80
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM Pyramid
Copyright Š 2000 Iniciativa Org, S.L.
Strategic: Knowledge and
information are used to
formulate and drive strategy
thinking and planning.
Tactical: Information Management
plays a key role in the process
of tactical decision making
martyn.jones@cambriano.es
81. Page 81
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM Pyramid
Copyright Š 2000 Iniciativa Org, S.L.
Strategic: Knowledge and
information are used to
formulate and drive strategy
thinking and planning.
Tactical: Information Management
plays a key role in the process
of tactical decision making
Operational: Decision making has
become all pervasive and IM
ensures that operational
decision makers have the
support needed.
martyn.jones@cambriano.es
85. Page 85
KM: Business Benefits and Features
Better
Control
Lower
Risk
Improved
Profitability
⢠Leverage from a base of successful
tools and approaches
⢠More predictable results
⢠Less dependent on single
individuals
⢠Ability to more easily achieve
business results
⢠Efficient process design, delivery
end execution
⢠Opportunity to value price
martyn.jones@cambriano.es
86. Page 86
KM: Roles in the Transition to a Learning Organization
⢠Embrace the process
⢠Leverage âlearningsâ from past snapshots
⢠Encourage employees to share and
leverage knowledge from others
⢠Recognize and reward desired behaviors
⢠Actively share, leverage and
document knowledge
⢠Become a Knowledge Master
KM Snapshots
Mentoring Process
Role Model
martyn.jones@cambriano.es
87. Page 87
KM: The Knowledge Elaboration Environment
Domain
Experts
Info
Experts
IT
Experts
Knowledge âCreationâ
and Organizational
Effectiveness
Knowledge
Organization
Enlightenment
Knowledge
Infrastructure
Process Efficiency
Source: Chun Wei Choo
Information Management for the
Intelligent Organization
martyn.jones@cambriano.es
88. Page 88
Knowledge Management Technology Orientation
Source: Microsoft Corporation
⢠Knowledge Services: Centralized management, seamless delivery and tracking of a
company's knowledge assets â including Structured Intellectual Capital
⢠CollaborationâSharing Tacit Knowledge Across Time and
Distance: The integrated collaborative capabilities of Microsoft Office and Microsoft
Exchange Server allow users to innovate together within their familiar productivity tools.
⢠Content ManagementâCapture and Manage Explicit
Experience: Content-management technologies allow people to capture, codify, and
organize experiences and ideas in central repositories that enable seamless, intuitive access
to an entire organization.
⢠AnalysisâTurning Business Data into Knowledge: Being able to
quickly spot trends in financial and line of business data allows decision-makers to plan better
strategies.
⢠Search and DeliverâBringing Knowledge to Teams and
Communities: Building teams and communities across a dispersed organization is
possible with portals built on personalized, cross-enterprise search and delivery technologies.
⢠Tracking & WorkflowâCapture and Enforce Best Practices:
Tracking services allow companies to identify best practices by measuring successes, while
workflow tools enable the creation of process-based applications to ensure that the practices
are followed and measured.
martyn.jones@cambriano.es
89. Page 89
KM: Creative Confluence and Collaboration
Data Compression
Techniques
Proliferation of cheap,
powerful computers
Improved data
communication
Knowledge workers in
the information age
Emergence of the
Network Economy
Emergence of multi-
media entertainment
DIGITAL NETWORK
Collapsing Telco charges
martyn.jones@cambriano.es
91. Page 91
Summary
Knowledge Management is an excellent opportunity to:
⢠manage a greater number of options and opportunities
⢠manage larger amounts of information
⢠enable greater sophistication in aligning business processes with the needs
of the business
Knowledge Management drives a more subtle and pervasive
management of business information
Knowledge Management highlights:
⢠the waste and misuse of talent, invention and know-how, and
⢠proposes tangible and effective solutions
Knowledge Management helps create an environment of
communication, cooperation and collaboration that other
management initiatives have failed to provide
martyn.jones@cambriano.es
92. Page 92
Summary
⢠Business depends on the correct management of assets
⢠Information and know-how assets are managed by KM
⢠KM relies on Knowledge Spirals
⢠Knowledge Spirals depend on People
⢠People work Communities of Practice and share information in
Communities of Interest
⢠People create, communicate, collaborate and innovate with
other People
⢠Communication and collaboration can be facilitated by
Information Technology
⢠KM is People Driven, Process Focused and frequently
technology based
martyn.jones@cambriano.es
93. Page 93
Summary
⢠Want to know more about Knowledge Management, Learning
Spirals, Communities of Practice?
⢠Thinking of using Knowledge Management?
⢠Planning to purchase hardware, software and services for your
KM project?
⢠Started a KM project and donât know what to do next?
SEE A SPECIALIST!
Martyn Jones, Iniciativa Consulting
http://www.martynjones.eu
martyn.jones@cambriano.es
94. Page 94
Thank you for your attention
Cambriano Energy
http://www.cambriano.es
Good Strat Blog
http://www.goodstrat.com
Martyn Jones, Iniciativa Consulting
http://www.martynjones.eu
martyn.jones@cambriano.es
95. A Brief Introduction to âŚ
Knowledge Management
Cambriano Energy, Good Strat Blog, Iniciativa Consulting & Martyn Jones Europe
cambriano.es
Telephone: +34 618 471 465
martyn.jones@cambriano.es