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Kneaver Corp
Copyright (c) Kneaver Corp 2007
KM - A starter view
Kneaver Corp
Copyright (c) Kneaver Corp 2007
What is Knowledge
Data Raw symbol facts
Temperature
Information Resumed, Synthesis
Weather report. News.
Knowledge (Placed in context of activity)
Expertise, forecast,
Experience, good practices,
know how
Wisdom Generic,judgment
Copyright (c) Kneaver Corp 2007
Type of Knowledge
Explicit Can be describe by a text
Easy to teach
» Math
Tacit Can only be shown
Often skill oriented
» Titanium Welding for aircrafts
» Sales
Different approach to acquire and teach
Copyright (c) Kneaver Corp 2007
Knowledge
Knowledge only resides in Human Mind.
Computers don’t have knowledge.
When knowledge is written it becomes
information.
When is read the reader restore context
and keep it as knowledge.
So books are sources of knowledge but not knowledge.
Copyright (c) Kneaver Corp 2007
Knowledge Management
A way to bring out hidden knowledge
through systematic approach.
Complete Life cycle (KLF)
– Creation, innovation, Collecting
Increase Qty of K
– Enrichment – Synthesis
Value addition
More streamlined
– Reuse – Sharing – Teaching - Learning
Copyright (c) Kneaver Corp 2007
Knowledge Management
Human involvement
Requires understanding
Software can help but not automate
Domains like education, finances,
engineering, software development.
Copyright (c) Kneaver Corp 2007
Knowledge Economics
Creation: Very expensive
To give knowledge costs
nothing.
Very cheap, can even
increase value, surely
don’t diminish value.
Entropy: Decreases
when not used.
Compare to a glass
(glass is very durable).
Copyright (c) Kneaver Corp 2007
Why KM
Evolutionary view
Industrial Age
Information Age
Knowledge Age
The real asset today is intangible
Knowledge, IP, Brand
Production,sales can be delocalized.
Ipod, Coca-cola.
More people for the same job. Rotation of
jobs.
Copyright (c) Kneaver Corp 2007
Typical KM tasks
Think about 100 people in 3 places.
Inventory of K domains of organization
Compare to strategy
Yellow page:Expert and reference
Key words – Terminology (ensure consensus)
Collect explicit Knowledge
Community of Practice address tacit K
Competencies map
Task/Competency/People
Standardize processes
Copyright (c) Kneaver Corp 2007
Community of Practice
Group of people with the same K (Horizontal)
Across the company, the world, virtual
Share their experience
Common Library – References doc.
Discussion (Web)
Common terminology
Develop Best practices – Model Building
Audio, Videos, Multimedia approach.
Copyright (c) Kneaver Corp 2007
Mind map
Tony Buzan
Copyright (c) Kneaver Corp 2007
Other activities
Technology Watch: keeping up with
technological innovations.
Quality groups focused on increasing
competencies.
Innovation
Copyright (c) Kneaver Corp 2007
Heavy task
The beginning is tedious, lot of typing.
(Collect)
So it requires motivation
– From Management
– From experts entering the knowledge.
Moral building.
ROI is long term.
Cannot be motivated by results.
Copyright (c) Kneaver Corp 2007
Motivation of Management
Protect and materialize Intellectual assets
Reuse Knowledge more intensively. Be more
proactive, less errors, more productive.
« if only HP knows what HP knows »
Allow savings. Younger people, global teams
Stable ground allow more innovations.
Copyright (c) Kneaver Corp 2007
Duties of Management
Indicate clearly that taking time for knowledge
is a recognized part of the job. How much ?
Define rules of the game.
Context in letter and spirit.
What knowledge is valuable or not.
Encouraging achievements. Define
milestones, acknowledge when they are met.
Be prepared for extra compensations.
Copyright (c) Kneaver Corp 2007
Motivation of Experts
A smarter job.
Possibility to formalize ones knowledge.
Possibility to learn. Scope for further
learning.
Recognition by management as an
expert.
Yellow Page, Referee on subject.
Can be proud of the achievements.
Copyright (c) Kneaver Corp 2007
KM specialist - Consultants
Facilitator(Expert – K – User)
Go between between strategic view and
expert planning
Helps to build the referential.
Will not become an expert of the field.
Teach/coach good practice of KM
Animate the CoP, regulate.
Follow the project over some time. 1Year.
Initial period. May be follow up.
Certifications exists.
Copyright (c) Kneaver Corp 2007
Profile KM specialist.
Organized
Consultancy job. Independent. Self
motivated. Conviction.
Communication
Diplomacy, Flexibility.
Teacher – Engineer – Sales.
Mobility, good English.
Potential : Consulting groups, Big
international firms, stand alone.
Copyright (c) Kneaver Corp 2007
References
Books
– Wrengler – Community of practice
– Prusak Davenport – Working Knowledge
– Davidson, Voss - Knowledge Management
– KM Classic and Contempory Works Univ. Press.
Sites (free)
– Kmpro.com
– km-forum-bounces@ncsi.iisc.ernet.in
• (Bangalore)
– KM institute
– Www.knowledgeboard.com

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KM - A starter view on Knowledge Management basics from Kneaver Corp

  • 1. Kneaver Corp Copyright (c) Kneaver Corp 2007 KM - A starter view Kneaver Corp
  • 2. Copyright (c) Kneaver Corp 2007 What is Knowledge Data Raw symbol facts Temperature Information Resumed, Synthesis Weather report. News. Knowledge (Placed in context of activity) Expertise, forecast, Experience, good practices, know how Wisdom Generic,judgment
  • 3. Copyright (c) Kneaver Corp 2007 Type of Knowledge Explicit Can be describe by a text Easy to teach » Math Tacit Can only be shown Often skill oriented » Titanium Welding for aircrafts » Sales Different approach to acquire and teach
  • 4. Copyright (c) Kneaver Corp 2007 Knowledge Knowledge only resides in Human Mind. Computers don’t have knowledge. When knowledge is written it becomes information. When is read the reader restore context and keep it as knowledge. So books are sources of knowledge but not knowledge.
  • 5. Copyright (c) Kneaver Corp 2007 Knowledge Management A way to bring out hidden knowledge through systematic approach. Complete Life cycle (KLF) – Creation, innovation, Collecting Increase Qty of K – Enrichment – Synthesis Value addition More streamlined – Reuse – Sharing – Teaching - Learning
  • 6. Copyright (c) Kneaver Corp 2007 Knowledge Management Human involvement Requires understanding Software can help but not automate Domains like education, finances, engineering, software development.
  • 7. Copyright (c) Kneaver Corp 2007 Knowledge Economics Creation: Very expensive To give knowledge costs nothing. Very cheap, can even increase value, surely don’t diminish value. Entropy: Decreases when not used. Compare to a glass (glass is very durable).
  • 8. Copyright (c) Kneaver Corp 2007 Why KM Evolutionary view Industrial Age Information Age Knowledge Age The real asset today is intangible Knowledge, IP, Brand Production,sales can be delocalized. Ipod, Coca-cola. More people for the same job. Rotation of jobs.
  • 9. Copyright (c) Kneaver Corp 2007 Typical KM tasks Think about 100 people in 3 places. Inventory of K domains of organization Compare to strategy Yellow page:Expert and reference Key words – Terminology (ensure consensus) Collect explicit Knowledge Community of Practice address tacit K Competencies map Task/Competency/People Standardize processes
  • 10. Copyright (c) Kneaver Corp 2007 Community of Practice Group of people with the same K (Horizontal) Across the company, the world, virtual Share their experience Common Library – References doc. Discussion (Web) Common terminology Develop Best practices – Model Building Audio, Videos, Multimedia approach.
  • 11. Copyright (c) Kneaver Corp 2007 Mind map Tony Buzan
  • 12. Copyright (c) Kneaver Corp 2007 Other activities Technology Watch: keeping up with technological innovations. Quality groups focused on increasing competencies. Innovation
  • 13. Copyright (c) Kneaver Corp 2007 Heavy task The beginning is tedious, lot of typing. (Collect) So it requires motivation – From Management – From experts entering the knowledge. Moral building. ROI is long term. Cannot be motivated by results.
  • 14. Copyright (c) Kneaver Corp 2007 Motivation of Management Protect and materialize Intellectual assets Reuse Knowledge more intensively. Be more proactive, less errors, more productive. « if only HP knows what HP knows » Allow savings. Younger people, global teams Stable ground allow more innovations.
  • 15. Copyright (c) Kneaver Corp 2007 Duties of Management Indicate clearly that taking time for knowledge is a recognized part of the job. How much ? Define rules of the game. Context in letter and spirit. What knowledge is valuable or not. Encouraging achievements. Define milestones, acknowledge when they are met. Be prepared for extra compensations.
  • 16. Copyright (c) Kneaver Corp 2007 Motivation of Experts A smarter job. Possibility to formalize ones knowledge. Possibility to learn. Scope for further learning. Recognition by management as an expert. Yellow Page, Referee on subject. Can be proud of the achievements.
  • 17. Copyright (c) Kneaver Corp 2007 KM specialist - Consultants Facilitator(Expert – K – User) Go between between strategic view and expert planning Helps to build the referential. Will not become an expert of the field. Teach/coach good practice of KM Animate the CoP, regulate. Follow the project over some time. 1Year. Initial period. May be follow up. Certifications exists.
  • 18. Copyright (c) Kneaver Corp 2007 Profile KM specialist. Organized Consultancy job. Independent. Self motivated. Conviction. Communication Diplomacy, Flexibility. Teacher – Engineer – Sales. Mobility, good English. Potential : Consulting groups, Big international firms, stand alone.
  • 19. Copyright (c) Kneaver Corp 2007 References Books – Wrengler – Community of practice – Prusak Davenport – Working Knowledge – Davidson, Voss - Knowledge Management – KM Classic and Contempory Works Univ. Press. Sites (free) – Kmpro.com – km-forum-bounces@ncsi.iisc.ernet.in • (Bangalore) – KM institute – Www.knowledgeboard.com