The document discusses knowledge management (KM) at Yesser, a government organization in Saudi Arabia. KM aims to capture experts' knowledge and experiences, create insights from this information, and share it with others to improve Yesser and raise the maturity of the Saudi government. The memo encourages experts to contribute their knowledge and help advance KM's goals.
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
Managing Tacit And Explicit Knowledge Ratnakarsharmaratnakar_sharma
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Knowledge Management is an integrated approach to identifying, capturing, managing and sharing an organization\'s information assets like documents, database, other repositories and employee\'s expertise. It is a conscious strategy of getting the right knowledge to the right people at the right time so they can make the right decisions.
Effective management of knowledge is important because knowledge can create commercial value only when it is put into action. Knowledge is fortunately a process that can be nurtured in organizations.
This presentation explains Tacit and Explicit, the two forms, the knowledge comes from in.
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
Managing Tacit And Explicit Knowledge Ratnakarsharmaratnakar_sharma
Â
Knowledge Management is an integrated approach to identifying, capturing, managing and sharing an organization\'s information assets like documents, database, other repositories and employee\'s expertise. It is a conscious strategy of getting the right knowledge to the right people at the right time so they can make the right decisions.
Effective management of knowledge is important because knowledge can create commercial value only when it is put into action. Knowledge is fortunately a process that can be nurtured in organizations.
This presentation explains Tacit and Explicit, the two forms, the knowledge comes from in.
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...Joe Hessmiller
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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.)
Law Firm Knowledge Management, An IntroductionConnie Crosby
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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/
Tacit knowledge is hard to communicate but can be shared in discussions, storytelling, and personal interactions. This presentation points out a wide variety of tools, methods, and approaches that help surface it.
Knowledge management explained by Enamul HaqueEnamul Haque
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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."
Pervasive knowledge management & learning with SharePointOptimus BT
Â
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
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.)
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/
Tacit knowledge is hard to communicate but can be shared in discussions, storytelling, and personal interactions. This presentation points out a wide variety of tools, methods, and approaches that help surface it.
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."
Pervasive knowledge management & learning with SharePointOptimus BT
Â
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
Knowledge management (KM) is the process of creating, sharing, using and managing the knowledge and information of an organization. It refers to a multi-disciplinary approach to achieving organizational objectives by making the best use of knowledge
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
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.
seminar within a research school for young researchers âInnovations in Knowledge Management Practicesâ supported by Russian Science Foundation, 10-11 October 2016, Graduate School of Management St. Petersburg State University
http://gsom.spbu.ru/en/all_news/event2016_10_18/
A business is, in essence, a vast collection of knowledge and information. It's what's behind the creation of benchmark products and services, and it exists as a web of insights and ideas shared by staff. It's in your documentationâyour manuals, guidelines, lists, databases, memos, and files. And it's also in the minds of your team members, as the expertise you need to capture to enhance your business. Knowledge is power, and when properly harnessed, it fuels a successful company.
Technology has had a tremendous impact on knowledge management (KM), inspiring the development of robust software platforms to leverage KM strategies. Knowledge management software continues to evolve in response to new demands and challenges.
Let's look at 15 emerging knowledge management trends that are changing the course of knowledge management software.
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
Knowledge management the ability of an organization to create, share and use the collective
knowledge of its products, processes and people to increase workplace productivity and reduce
activities that reinvent the wheel is being moved to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are
turning to a previously untapped resource: their employeesâ knowledge.
meet knowledge management, by alexis valourdos ALEXBALOO
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Knowledge Management is the best way to safely guide your company to the future..
Easy to comprehend with excellent design and visualization of the storyboard..
Alexis Valourdos is a senior manager in Imako Media s.a. (with a graphic design legacy)
The concept of managing knowledge or knowledge management has attracted much attention in recent years. Knowledge is not new, but over the last decade or so the concept has grown from a convergence of ideas and existing practice.
The concept of managing knowledge or knowledge management has attracted much attention in recent years. Knowledge is not new, but over the last decade or so the concept has grown from a convergence of ideas and existing practice.
The concept of managing knowledge or knowledge management has attracted much attention in recent years. Knowledge is not new, but over the last decade or so the concept has grown from a convergence of ideas and existing practice.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Patterns and Packages in PostgreSQL for Privacy PreservationAtif Shaikh
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While PostgreSQL offers state of the art features and capabilities in security, there are privacy breaches that typically escape the security lens, notably through re-identification attacks. Up until recently, encryption was the only approach available to PostgreSQL developers and DBAs but not anymore.
This talk will identify typical patterns for privacy preservation and will showcase how they are implemented in PostgreSQL through native features, third party extensions and specific techniques utilizing non-traditional encryption, data programming, differential privacy, and foreign data wrappers.
This talk will dive into three types of approaches and their implementation in PostgreSQL employed to preserve PII (personally identifiable information). This includes best practices in encryption and masking, federated query via foreign data wrappers and differential privacy. The talk is targeted at DBAs, developers and architects to provide support for GDPR, NDB, CCA, and related compliance and regulatory requirements.
Hybrid Transactional & Analytical Processing are a new breed of database queries offered by NewSQL engines. This talk features key engine capabilities required to offer HTAP and state of the art of PostgreSQL 11 that aligns with an HTAP vision in terms of sharding, fault tolerance, high availability, and replication
Privacy Preserved Data Augmentation using Enterprise Data FabricAtif Shaikh
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Enterprises hold data that has potential value outside their own firewalls. We have been trying to figure out how to share such data at a level of detail with others in a secure, safe, legal and risk mitigated manner that ensure high level of privacy while adding tangible economic and social value. Enterprises are facing numerous roadblocks, failed projects, inadequate business cases, and issues of scale that needs newer techniques, technology and approach.
In this talk, we will be setup the groundwork for scalable data augmentation for organisations and visualising technical architectures and solutions around emerging technologies of data fabrics, edge computing and a second coming of data virtualisation.
Data Infrastructure for Your Retail Digital StrategyAtif Shaikh
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Retailers are facing disruptive times and are pressured to diigtize their businesses. While data remains at the center of all operations, it can also be leveraged as a core enabler of your strategy if your data infrastructure follows these tenets
Strategy is not new for many business executives. Yet, many few companies can truly link their strategy to action.
Organizations need to implement EPM based on a measurement system to empower people, process and technology to deliver what is strategized!
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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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
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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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.
Business Valuation Principles for EntrepreneursBen Wann
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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.
Memorandum Of Association Constitution of Company.pptseri bangash
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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
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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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.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratâs DholeraAvirahi City Dholera
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnât just any project; itâs a potential game changer for Indiaâs chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
collect your experiences, create
insights and share it with our
world to improve Yesser and raise
the Government Maturity
3. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to CAPTURE YOUR
BRAIN, collect your
experiences, create insights and
share it with our world to improve
Yesser and raise the Government
Maturity
4. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
COLLECT YOUR EXPERIENCES, create
insights and share it with our
world to improve Yesser and raise
the Government Maturity
5. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your
brain, collect your
experiences, CREATE INSIGHTS and
share it with our world to improve
Yesser and raise the Government
Maturity
6. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
collect your experiences, create
insights and SHARE IT WITH OUR
WORLD to improve Yesser and
improve the Government Maturity
7. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
collect your experiences, create
insights and share it with our
world to IMPROVE YESSER and
improve the Government Maturity
8. Internal Memo: (Disclaimer)
Dear Experts,
KM is here to capture your brain,
collect your experiences, create
insights and share it with our
world to improve Yesser and RAISE
THE GOVERNMENT MATURITY
13. KM Shows us The Actual Human Brain!
Knowledge FactorsâŚ
14. KM Shows us The Actual Human Brain!
Knowledge FactorsâŚ
Explicit vs. Implicit
15. KM Shows us The Actual Human Brain!
Knowledge FactorsâŚ
Explicit vs. Implicit
Insights and Experiences
16. KM Shows us The Actual Human Brain!
Knowledge FactorsâŚ
Explicit vs. Implicit
Insights and Experiences
Best Practices (Group)
vs. Innovation (Personal)
17. KM Shows us The Actual Human Brain!
Knowledge FactorsâŚ
Explicit vs. Implicit
Insights and Experiences
Best Practices (Group)
vs. Innovation (Personal)
Context and Culture
18. KM Shows us The Actual Human Brain!
Knowledge FactorsâŚ
Explicit vs. Implicit
Insights and Experiences
Best Practices (Group)
vs. Innovation (Personal)
Context and Culture
Exploration vs Exploitation
19. The SECI Model
Fundamental Conceptual Model
Nonaka and Takeuchi, 1995
21. Did you spot the problem?
The Problem with Knowledge Management isâŚ
22. Did you spot the problem?
The Problem with Knowledge Management isâŚ
that Knowledge CANNOT be
âManagedâ!
23. âYou can't manage knowledge, nobody
can. What you can do is to manage the
environment in which knowledge can
be
created, discovered, captured, shared,
distilled, validated, transferred, adopte
d, adapted and applied. â
24. Although you canât manage
the knowledge in peopleâs
head, you can capture, enable,
and transfer knowledge and
best practices.
The new Edge in Knowledge,
Carla OâDell and Cindy Hubert,
APQC.
25. ⢠KM is not about Software, Information Systems
or SharePoint!
The mindset, âIF WE BUILD IT THEY WILL COMEâ
has failed miserably!
26. ...the focus is pretty much around the subject of people...And, like we all
know, a successful KM strategy is one that combines into a perfect
balance a focus on the people, on the tools and on the processes âLuis
Suarez, IBM
27. âA good knowledge management
system is not about capturing your
smartest employee's knowledge in
a knowledge base or expert
system. Even though that was the
original intent of the artificial
intelligence community, the
possibility of that has now become
a joke.
While considering components to
leverage, count out technology
investments that solely focus on
codification of tacit knowledge."
28. You canât manage knowledge. Knowledge is
between two ears, and only between two earsâ
Peter Drucker.
The Father of Knowledge Management
29. APQC defines Knowledge management as a systematic effort
to enable information and knowledge to grow, flow
and create value.
The discipline is about creating and managing the
processes to get the right knowledge to the right people at
the right time and help people share and act on information in
order to improve organizational performance.
A Truly Crowd Sourced Definition from KM Practitioners
Worldwide
30. People & Process Enabling Technology
With Experience
Connect People
to People
With Know-How
KM Program
Just Enough
Connect People
to Knowledge Just in Time
Assets
Just for Them
31. The New Edge in Knowledge,
Carla OâDell & Cindy Hubert
Tacit
Facilitated sharing/transfer between units. Transfer of Best Practices
Best Practices Transfer Teams
Peer Assists
Groups that share, learn
Held together by common interest in
Topic. Trade tools, templates, best practices Communities
KNOWLEDGE
Solve business problems. Steward Knowledge Communities of Practice
Networks
Lessons Learned
After Action Reviews
Systematic tools to gather
Self-Service Experience-based knowledge
Portals
Email/Discussion Boards And reapply to relevant situations.
Expertise Locator Systems
Search
Enterprise 2.0 Tools
Tools that allow users to self-serve
Information and to locate people.
Explicit
Lower Higher
HUMAN INTERACTION
37. The Knowledge Pyramid
⢠A collection of data is not information.
⢠A collection of information is not knowledge.
⢠A collection of knowledge is not wisdom.
⢠A collection of wisdom is not truth.
55. ⢠After further Analysis, Knowledge Workers find a Construction Project on the location
⢠Creating a diversion which during office commute hours force drivers to come close to
the construction area.
⢠Resulting in construction accidents and thus increase in injuriesâŚ.
56. ⢠After further Analysis, Knowledge Workers find a Construction Project on the location
⢠Creating a diversion which during office commute hours force drivers to come close to
the construction area.
⢠Resulting in construction accidents, increase in injuriesâŚ.
57. ⢠After further Analysis, Knowledge Workers find a Construction Project on the location
⢠Creating a diversion which during office commute hours force drivers to come close to
the construction area.
⢠Resulting in construction accidents, increase in injuriesâŚ.
= Knowledge
58. The Knowledge Workers Applied the following based on the KNOWLEDGE deducedâŚ.
⢠Reduce the Work force on the construction area resulting in less clutter and safety
breach of workers coming close to the road
⢠Increase warning signs and place diversions to bring the vehicles to a distance from the
construction scaffolding
⢠Reduce work during peak office commute hours to maintain traffic authority KPIs.
59. The Knowledge Workers Applied the following based on the KNOWLEDGE deducedâŚ.
⢠Reduce the Work force on the construction area resulting in less clutter and safety
breach of workers coming close to the road
⢠Increase warning signs and place diversions to bring the vehicles to a distance from the
construction scaffolding
⢠Reduce work during peak office commute hours to maintain traffic authority KPIs.
= WISDOM
60. The KM Cycle
Repeated Cycles will also
Improve KM Maturity within
the organization
The New Edge in Knowledge,
Carla OâDell & Cindy Hubert
61.
62. ⢠International Integrated Energy Company
⢠Third Largest Oil and Gas Company in the US
⢠30,000 Employees in 30 Countries
⢠Known for Technological Expertise in Reservoir Management, 3D Seismic Technology
63. ⢠International Integrated Energy Company
⢠Third Largest Oil and Gas Company in the US
⢠30,000 Employees in 30 Countries
⢠Known for Technological Expertise in Reservoir Management, 3D Seismic Technology
Vision: âA workplace where employees continuously
deliver additional value through global collaboration and
expertise sharing.â
65. Approaches:
⢠Communities of Practice (120+)
⢠Global Awards and Engagement
⢠Knowledge Processes to Convert Discussions into
Structured Knowledge Libraries
⢠Semantic Analysis
66. Approaches:
⢠Communities of Practice (120+)
⢠Global Awards and Engagement
⢠Knowledge Processes to Convert Discussions into
Structured Knowledge Libraries
⢠Semantic Analysis
Goals Achieved:
⢠Organizational Memory
⢠New Employee Training
⢠Intellectual Capital
⢠Lessons Learned
⢠Best Practices
68. ⢠Business Insights and IT Solutions
⢠One of the Largest IT Companies in the World
⢠370,000 Employees in 170 Countries (150,000 in GBS)
⢠Known for Technology, Global Business Services, Innovation
⢠GBS: Application Management, Consulting and Systems Integration
⢠Thought Leader in Knowledge Management
GBS
69. ⢠Business Insights and IT Solutions
⢠One of the Largest IT Companies in the World
⢠370,000 Employees in 170 Countries (150,000 in GBS)
⢠Known for Technology, Global Business Services, Innovation
⢠GBS: Application Management, Consulting and Systems Integration
⢠Thought Leader in Knowledge Management
Vision: âPromoting a Knowledge Sharing Culture through
Effective Processes, Technical Infrastructure, Business
Research Services, Content Management and
Communities of Practice.â GBS
70. âIn the past, we had KnowledgeView, which was content-rich and
had robust search and navigation capabilities.
Weâve changed our whole approach, though, to a new Web 2.0
based portal and behavior model that leverages user activity while
requiring less formal infrastructure support.
The whole working structure of our organization is now different.
We feel we have greater capabilities, better user enablement, and
lower overhead. The core of this new model is the Web 2.0
technologiesâ
â Bryant Clevenger, Global Knowledge Strategy Leader
GBS
71. Highlights:
⢠Topic Based Forums, 17,000+ Authors, $6 Million in Savings
⢠Expertise Locator â 111,000+ Profiles, $5.5 Million in Savings
GBS
72. Highlights:
⢠Topic Based Forums, 17,000+ Authors, $6 Million in Savings
⢠Expertise Locator â 111,000+ Profiles, $5.5 Million in Savings
Goals Achieved:
⢠Expertise Locator
⢠Communities
⢠Facilitated Transfer of
Best Practices GBS
73.
74. ⢠Not for Profit Technology Company Serving the US Department of Defense
⢠Non-Governmental Entity with top secret Government Defense Projects
⢠Known for Technology, Aviation, Defense, and Enterprise Modernization
⢠Carried more than 1,800 projects with the US Department of Defense.
75. ⢠Not for Profit Technology Company Serving the US Department of Defense
⢠Non-Governmental Entity with top secret Government Defense Projects
⢠Known for Technology, Aviation, Defense, and Enterprise Modernization
⢠Carried more than 1,800 projects with the US Department of Defense.
⢠MII â MITRE Information Infrastructure
⢠MITREPedia
⢠MITRE Personal Pages
⢠TWITRE
⢠MOOGLE â MITRE Enterprise Search
⢠ONOMI â Social Bookmarking
⢠OneCommunity
76. âEveryone at MITRE is considered a Knowledge Worker. We
donât sell software, and we donât compete in the software
world. We are in the business of knowledge, and we use our
knowledge to help the government improve its operations
and capabilities.â
- Jean Tatalias, Director of Knowledge Services
77.
78. ⢠Management Consulting Firm
⢠Top Government Advisor in many countries
⢠Over 17,000 Employees in more than 45 countries
⢠Knowledge Based Business
79. ⢠Management Consulting Firm
⢠Top Government Advisor in many countries
⢠Over 17,000 Employees in more than 45 countries
⢠Knowledge Based Business
The McKinsey Knowledge Center (McKC) is the largest and the most
diverse knowledge hub at McKinsey. We offer an unparalleled opportunity to
develop distinctive knowledge and gain global exposure.
80. ⢠Management Consulting Firm
⢠Top Government Advisor in many countries
⢠Over 17,000 Employees in more than 45 countries
⢠Knowledge Based Business
McKC
Centers of Functional Industry Generalist
Analytics
Competence Practices Practices Research
The McKinsey Knowledge Center (McKC) is the largest and the most
diverse knowledge hub at McKinsey. We offer an unparalleled opportunity to
develop distinctive knowledge and gain global exposure.
83. Stay Tuned For
⢠KM State of the Art in eGovernment
⢠KM Initiative at Yesser (For Yesser and Beyond)
Thank You!
84. Credits
⢠The Knowledge Worker: http://www.makuchondigital.com/?p=147
⢠http://blog.timesunion.com/holistichealth/files/2011/07/Peter-Drucker-
Teaching-in-Classroom.jpg - Peter Drucker
⢠http://www.rmcdocs.com/images/DiscussionForum.jpg
⢠http://timothy-kline.com/thoughts/2009/05/30/man-vs-machine-
rebellion-in-the-garden-of-eden/
⢠http://www.robertharris.co.nz/education/all-about-coffee/the-beginnings
⢠The New Edge in Knowledge, Carla OâDell & Cindy Hubert
⢠Knowledge Management Toolkit, Amrit Tiwana
⢠Working Knowledge, Thomas Davenport & Prusak
⢠Learning to Fly, Chris Collison et al.
Editor's Notes
This is an introductory presentation prepared to give a first look at Knowledge Management. The intended audience need not have any background on the subject. The presentation is made for delivery mode only, and not as a self-service slide deck. This presentation will be followed up by greater depth into the subject as time progresses. This presentation can be used both in Yesser and within its Government Ecosystem.
This slide should start with the org structure, then talk about how the org structure varies from the actual flow of knowledge and people within the setup. Decisions are not easy to take.
This slide should start with the org structure, then talk about how the org structure varies from the actual flow of knowledge and people within the setup. Decisions are not easy to take.
Right brain is above creativity, innovation, imagination, thoughts, playfulness, experiences, feelings, mostly Tacit Knowledge. Knowledge generated & processed in the right brain is very difficult to communicate and is subjective (based on that individual only). The Left brain is about systems, processes, order, codification. The Knowledge created and processed is usually External (or Explicit) knowledge. This knowledge can be easily communicated but care has to be taken to learn the right set of principles.
Some Concepts catered by Knowledge Management.
Fundamental Concepts
Explicit (Codified) Knowledge: Knowledge which can be communicated, usually structured and processed analytically. Implicit (Personalized) Knowledge: Knowledge which cannot be communicated, usually ad-hoc and developed by experiences
Therefore, the foundation of Explicit and Implicit knowledge can be mapped onto Insights (Analytical, Communicable) and Experiences (Subjective, Personalized)
The Fundamental debate within the Knowledeg Management Commnuity: Whether there is a Best Practice for everything we do or not? How can we gain competitive advantage by following Best Practices? (which arguably everyone else is also trying to follow). If we Innovate and Succeed, does that become a best practice? How many cases of success through innovation does it take to become a best practice?
After two decades of evolution in modern day Knowledge Management, the current agreement is that Context is King. Knowledge cannot be identified, created, retained, and more importantly communicated and consumed without context. People only get to Know when they NEED to Know. In other words, Knowledge for the right people, at the right time using the right media. Second agreement on the evolution of Knowledge Management is on the agreement that Culture is the most important critical success factor. The goal of Knowledge Management is not to challenge the Culture but to bow the seeds for the right set of processes which ultimately improves the Culture (bring it to the desired state as per the Change Management Manifest).
Exploration is seeking new knowledge while exploitation is making effective use of existing knowledge. The fundamental balance in KM Programs is between Exploration vs Exploitation Strategies. Exploration deals with Knowledge Creation, Knowledge Discovery, Knowledge MappingWhileExploitation deals with Knowledge Collaboration, Sharing and Internalization (or bringing it to mainstream business processes)
Start from anywhere, but go in the directions specified by the arrows.
The problem with the term âKnowledge Managementâ itself.
âKnowledge Managementâ as a term is a misnomer, quite close to being a paradox ď
CrhisCollison is frequently visiting the Arab World as a speaker on Knowledge Management.
The APQC among all communities on KM can arguably be considered the single best reference of collective body of knowledge on the subject itself. This book embodies the overall findings of the community of Knowledge Managers around the world and presents a very useful and straightforward roadmap to develop a KM Strategy.
We thought Information Systems, Software and Tools would help us achieve our goals in Knowledge Management. In the process we spent millions of dollars in vainNow the lesson is learned, and best practices are emergingâŚKM is a combination of people, process and only then technology.
IBM Connections (The Orange and Yellow) Logo is one of the premiere offerings in the domain of Social Business Software. Gartner ranks IBM as the clear number one leader in Knowledge Management through Social Media. Luis Suarez is the principal product manager behind IBM Connections.
One of the earliest breakthrough books in Knowledge Management was âWorking Knowledge by Davenport and Prusakâ. This book claims to be the continuation of it and gives some pointers on how to develop a roadmap for the KM Strategy.
Peter Drucker, coined the termed Knowledge Management in the late 60âs/early 70âs era.
There are many definitons on Knowledge Management and due to the rapid evolution of the field itself and varying schools of thoughts, the definitions and purpose can get confusing and misdirecting at times also. APQCâs definition comes close to being a neutral definition and one which is clear to understand with defined goals.
The aim of this slide is to differentiate between the clear goals of KM which are placed in People and Processes through one of the approaches to solution, that is Technology. Technology is a means to an end and not the end itself.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Also known as the Information Pyramid, Data Pyramid, Wisdom Pyramid and D-I-K-W Pyramid.
Based on the earlier definition of KM, the major activities are Grow, Flow and Create Value. From the cycle perspective, the order is Grow (Create) ď Flow (Identify, Collect, Review, Share, Access) ď Create Value (USE). From a Roadmap Perspective, the order slightly changesâŚ.. Flow (What is already created) ď Create Value (Determine usage and gap analyses) ď Grow (What is needed based on understand the value proposition from last stage)