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Gic2011 aula05-ingles
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.
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Gic2011 aula05-ingles
- 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 inKnowledge Management Knowledge and Leadership Organizational Culture Knowledge sharing between organizations Knowledge sharing vulnerabilities Knowledge Property “Infoglut” Tool section: Wikis
- 3. Basic assumption We continuouslychallenge 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” Needof 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 waysof measuring value creation Change the ways people approach work Change organizational culture This requires a POWERFUL chief CKO (Chief Knowledge Officer)
- 10. It also requires... KnowledgeEngineers Knowledge Analysts Knowledge Managers Knowledge stewards
- 11. Knowledge Engineers Tactical/procedural approach Responsiblefor 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 goodpractices 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 supervisethe 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 Globalcoordination of knowledge management efforts Leadership role Problem: Create the function before creating a knowledge sharing culture
- 15. Knowledge Steward Useful indistributed knowledge management approaches Minimal but continuous support of knowledge management efforts Provide expertise in using knowledge management tools, practices and methods
- 16. The role ofCulture “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 anobstacle 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 acommunity of “knowledge sharers” Knowledge ownership knowledge & information means power! Incentive management
- 19. Knowledge Base To bevaluable 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 theUSA “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 anaerospatial 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 pharmaceuticalcompany 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 difficultknowledge management efforts in transnational companies... But the problem will always be the existence of an appropriate culture
- 24. Example 1 In ametallurgic 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 Pharmaceuticalwhere 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) Anorganizational 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 Ignoretraditional 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 buildsharing 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 knowledgeis 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
- 31. “Information politics” Monarchy Feudalism Federalism Technocratic Utopia Anarchy
- 32. “Infoglut” Happens when theknowledge supplier does not know well the requirements of knowledge consumers Problems with Categorization Organization Struture Search Technical solution: The semantic Web
- 33. Tool section Wikis
- 34. Wikis Wiki = fast(hawaian) Website Creation and edition of inter-linked web pages Using wysiwyg html
- 39.