Knowledge management requires investing in organizational culture, leadership, and tools to facilitate knowledge sharing. It allows organizations to be more competitive by accelerating innovation, reducing costs, and improving customer satisfaction. While challenging to implement due to issues like knowledge ownership, appropriate incentives and an open culture can overcome obstacles to create communities where knowledge is shared within and between organizations. Wikis are one tool that can help by allowing easy creation and editing of interlinked web pages.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
ExplainsDescribes how KM can support policy development by:
* increasing productivity
* retaining corporate memory
* leveraging value
* increasing capacity
* engaging diversity
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
ExplainsDescribes how KM can support policy development by:
* increasing productivity
* retaining corporate memory
* leveraging value
* increasing capacity
* engaging diversity
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
Knowledge Collaboration: Working with Data and Web SpecialistsOlivier Serrat
Organizing helps achieve—and even amplify—common purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. In libraries as elsewhere, the three Ss of Strategy—Structure—Systems must give way to the three Ps of Purpose—Process—People. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny.
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.
Halifax State of the Economy Conference 2012
AGREATERHalifax panel discussion featured an open discussion about progress towards Halifax's economic strategy goals, plans for the upcoming year, and challenges and opportunities.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
Knowledge Collaboration: Working with Data and Web SpecialistsOlivier Serrat
Organizing helps achieve—and even amplify—common purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. In libraries as elsewhere, the three Ss of Strategy—Structure—Systems must give way to the three Ps of Purpose—Process—People. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny.
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.
Halifax State of the Economy Conference 2012
AGREATERHalifax panel discussion featured an open discussion about progress towards Halifax's economic strategy goals, plans for the upcoming year, and challenges and opportunities.
The Greater Halifax Partnership has partnered with MarketQuest-Omnifacts and Metro Halifax to produce CityThink 2011, a glimpse of how Haligonians feel about the economy, technology, municipal politics, and a range of other key topics.
MarketQuest-Omnifacts sampled 600 HRM residents between April 13 to 23. Results and stories were published in Metro Halifax from May 9 - 13.
This is a presentation titled "The Catalytic Impact of the National Shipbuilding Procurement Strategy" presented by Fred Morley, Executive VP and Chief Economist
Greater Halifax Partnership on May 27, 2011
Knowledge management is a concept that has emerged explosively in the business community starting from the 60s and has been discussed extensively in the literature. The essential part of KM is, of course, knowledge. To determine what KM is, it is necessary to distinguish some definitions and concepts.
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
Depending on the goal and industry sector a knowledge strategy can be defined taking different angles into account. At the end we give some archetypes for implementing your knowledge strategy.
Professional knowledge and the management of it is important to building a sustainable and competitive business.
For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management
introduction to Knowledge - Types of Knowledge - Knowledge Management: goals and objectives of KM, Knowledge worker and its role importance of Knowledge worker and characteristics of Knowledge worker
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
1. Information & Knowledge
Management
Knowledge Management State of The Art
Marielba Zacarias
Prof. Auxiliar DEEI
FCT I, Gab 2.69, Ext. 7749
mzacaria@ualg.pt
http://w3.ualg.pt/~mzacaria
2. Summary
Why invest in Knowledge Management
Knowledge and Leadership
Organizational Culture
Knowledge sharing between organizations
Knowledge sharing vulnerabilities
Knowledge Property
“Infoglut”
Tool section: Wikis
3. Basic assumption
We continuously challenge our knowledge
and how we apply it
When knowledge stops evolving,
transforms into opinions or dogmas
Thomas Davenport and Larry Prusak
4. Knowledge Management Value
Essential questions
How to be competitive?
How can we accelerate “time-to-market” cycles?
How to maximize new products production rate?
How to minimize production costs or re-working?
How to eliminate inconsistencies that
hinder customer satisfaction?
represent organizational risks?
5. Intellectual Capital Value
Difficult to measure
skills, relationship with clients, motivation and support
structures
Skandia AFS insurance company made important progress
in this matter
Principle:
It is better to be approximately right than precisely wrong
Three types of human capital
6. Human Capital
Edvinsson & Stewart
Intellectual
Sum of employee knowledge
Value = cost of recreating it
Internal awareness
Client
External awareness
Value of relationship with clients
brand loyalty, ability of understanding their needs and requirements
Cost of getting new clients (6 vs 1 of maintaining clients)
Structural
Value of the services, products and systems created by the human capital
7. Example
USA government “Lobbyist”
Need of improving employee productivity
Researchers spent 20% of their time searching existing knowledge out of
the organization
Employees spent 5 years in achieving expertise in identifying and efficiently
exploiting internal resources
Solution: intranet technology accelerated search and problem research
leaving more time to production and innovation tasks.
8. Knowledge and Leadership
Essential element in adopting a
knowledge management strategy
Creation of a culture of trust and
collaboration
9. Implications
Redefine the ways of measuring value
creation
Change the ways people approach work
Change organizational culture
This requires a POWERFUL chief
CKO (Chief Knowledge Officer)
11. Knowledge Engineers
Tactical/procedural approach
Responsible for eliciting and converting
explicit knowledge in replicable instructions
and procedures in order to allow its
codification within applications
Problems:
Temptation of exaggerating the function
More coded -> more difficult to change
12. Knowledge Analyst
Fosters good practices
Responsible for the collection, organization and
dissemination of knowledge typically on demand
Human repositories of good practices
Problems:
they leave, they go with them!
may stay strapped to that position
13. Knowledge Managers
They supervise the process
Approach work well when distributed among
several individuals throughout the organization
Coordenam esforços dos engenheiros e analistas do
conhecimento
Useful in big organizations where the sharing
process risks fragmentation and isolation
Problems:
Risk of appearing “feudal” territories
14. CKO
Hierarchical top-down approach
Global coordination of knowledge
management efforts
Leadership role
Problem:
Create the function before creating a
knowledge sharing culture
15. Knowledge Steward
Useful in distributed knowledge
management approaches
Minimal but continuous support of
knowledge management efforts
Provide expertise in using knowledge
management tools, practices and methods
16. The role of Culture
“The greatest challenge is not in
convincing people of adopting new
ideas but in convincing them in
abandoning the old ones”
John Maynard Keynes
17. Culture as an obstacle to
knowledge management
Has been referred as the main obstacle to
knowledge management efforts...
...when they are not appropriate for such
efforts, for example in
change resistance, risk aversion, or
individualistic environments
18. Universal challenges
Build a community of “knowledge sharers”
Knowledge ownership
knowledge & information means power!
Incentive management
19. Knowledge Base
To be valuable must be used throughout
the organization
Creation and maintenance of sharing
communities...
...without them no attempt to propagate
knowledge will succeed
20. Example 1
At the USA “lobbyist”, while managers
constantly spoke about sharing knowledge
All their actions in meetings and memos
promoted inter-department rivalry
Budgeting policy: everyone competed for the
same dollars
21. Example 2
In an aerospatial company, they asked employees to
innovate more but...
.. they publicly discouraged such innovation
because...
New products were frequently rejected for not
going in the same direction of the enterprise mission
(that no one new)
22. Example 3
In pharmaceutical company with a strong
community spirit
groups with common causes
put drugs in market
those groups were regarded as “family”
Together with a open climate created a group
dynamics that was used in creating knowledge
sharing communities
23. Globalization
Regional Cultures difficult knowledge
management efforts in transnational
companies...
But the problem will always be the
existence of an appropriate culture
24. Example 1
In a metallurgic company, english was
imposed as the official work language in all
countries
Knowledge sharing sites in countries with
different languages were not fed due to the
translation effort required
25. Example 2
Transnational Pharmaceutical where
americans seen as “cowboys” who
“shoot” (act) before thinking
englishmen seen as“over-thinkers” who
“sit” (reflect) on a subject months before
doing anything
26. Example 2 (cont)
An organizational culture of
openness and trust, and an effective
group leadership that fostered frequent
social meetings between team
members of both countries created
a strong team notion, that allowed to
overcome the differences between the two
countries
27. Critical success factor
Ignore traditional organizational constructs
such as departments or business units or
regions and focus on common interest areas
Acknowledge the existence of formal or
informal groups sharing common interests
Support them through knowledge management
processes and tools
28. Inter-organizational
environments
The interest in knowledge management and
internet has also triggered knowledge sharing
between organizations
So, today we can also find inter-organizational
knowledge sharing environments
A more intimate relationship with clients, suppliers
and other partners (including competitors!)
29. Vulnerabilities
When we build sharing networks where knowledge
providers and consumers do not know each other
Trust and responsibility are critical
Credibility is also critical
Proper privacy and security mechanisms are
essential
Liabilities are critical in inter-organizational
environments
30. Knowledge Property
If knowledge is inside human minds, can it be
managed?, when..
Management entails external control and
ownership
The goal should then be
foster sharing and a collective knowledge
base
Cultivate rather than Managing
32. “Infoglut”
Happens when the knowledge supplier does not know
well the requirements of knowledge consumers
Problems with
Categorization
Organization
Struture
Search
Technical solution: The semantic Web