LPC Warehouse Management System For Clients In The Business Sector
Knowledge Management as a Doughnut
1. KNOWLEDGE MANAGEMENT
AS A DOUGHNUT
SHAPING YOUR KNOWLEDGE STRATEGY
THROUGH COMMUNITIES OF PRACTICE
ETIENNE WENGER
PRESENTED BY
BRANDON CARTER, ROBB LEVIN, BOB TRAVIS
AND HOMER J. SIMPSON
2. WHAT IS KNOWLEDGE
MANAGEMENT?
• IT IS NOT A “TRADITIONAL ORGANIZATIONAL
ASSET” OR INFORMATION
• EXCHANGING AND CONTRIBUTING TO THE KNOWLEDGE OF A
COMMUNITY
– KNOWLEDGE FROM THIS PERSPECTIVE IS WHAT OUR
HUMAN COMMUNITIES HAVE ACCUMULATED OVER TIME TO
UNDERSTAND THE WORLD AND ACT EFFECTIVELY IN IT
• KNOWLEDGE MANAGEMENT IS PRIMARILY THE BUSINESS OF
THOSE WHO ACTUALLY MAKE THE DOUGH -- THE
PRACTITIONERS.
3. WHAT IS A COMMUNITY
OF PRACTICE?
“COMMUNITIES OF
PRACTICE ARE GROUPS
OF PEOPLE WHO SHARE
A PASSION FOR
SOMETHING THAT THEY
KNOW HOW TO DO, AND
WHO INTERACT
REGULARLY IN ORDER
TO LEARN HOW TO DO
IT BETTER”
5. Strategy
Performance
Domains
DOMAINS: YOU NEED KNOWLEDGE
TO DO WHAT YOU WANT
EVERY ORGANIZATION EXISTS TO ACHIEVE SOME GOAL.
• THE FIRST STEP IS TO
TRANSLATE THE STRATEGY
OF THE ORGANIZATION INTO A
SET OF DOMAINS.
• A DOMAIN BREAKS DOWN
THE PROBLEMS INTO
CHUNKS THAT ARE
MANAGEABLE BY THOSE
WHO SHOULD BE MANAGING
KNOWLEDGE,
THE PRACTITIONERS.
6. Strategy
Performance
Communities
Domains
COMMUNITIES: YOU NEED
PEOPLE TO HAVE KNOWLEDGE
FIND THE PRACTITIONERS WHO CAN FORM A COMMUNITY THAT CAN
TAKE CARE OFF THE KNOWLEDGE IN THEIR DOMAIN.
• COMPANY-WIDE COMMUNITIES
LEARNING AVAILABLE TO ALL
CONCERNED.
• THEY MAKE SURE THAT THE
LEARNING FROM VARIOUS
LOCATIONS
WITHIN AND BEYOND THE
ORGANIZATION IS SYNTHESIZED
AND INTEGRATED, THEN
REMEMBERED AND DISTRIBUTED.
7. Strategy
Performance
Communities
Practices
Domains
PRACTICE: YOU NEED EXPERIENCE
TO PRODUCE USABLE KNOWLEDGE
• ENGAGE PRACTITIONERS
IN THE DEVELOPMENT OF
THEIR PRACTICE
• WHAT WILL BE
PRODUCTIVE IS SPECIFIC TO
EACH PRACTICE
• FEW THINGS ENERGIZE A
COMMUNITY OF
PRACTITIONERS
MORE THAN GETTING INTO
THE NUTS AND BOLTS OF
THE PRACTICE.
8. LEARNING: PRACTICES REVISITED:
WHAT HAVE WE LEARNED?
• PRACTITIONERS LEARN
CONSTANTLY ON THE
JOB.
• THEY INVENT
SOLUTIONS, REFINE
SKILLS, AND LEARN
FROM MISTAKES.
• THIS LEARNING NEEDS
TO BE CAPTURED INTO
REFINED
PRACTICES.
Strategy
Performance
Communities
Practices
Domains
Learning
9. SHARING: COMMUNITIES REVISITED:
WHO SHOULD KNOW THIS?
• PROJECT-SPECIFIC
LEARNING SHOULD NOT
REMAIN LOCAL OR
INCIDENTAL.
• PRACTITIONERS
CANNOT BE
KNOWLEDGE MANAGERS
BY THEMSELVES.
• THE VOICE OF THE
PRACTITIONER LENDS
CREDIBILITY TO
KNOWLEDGE ACROSS
THE COMMUNITY.
Strategy
Performance
Communities
Practices
Domains
Sharing
Learning
10. STEWARDING: DOMAINS REVISITED:
WHERE DO WE GO NOW?
• THINK ABOUT
KNOWLEDGE
STRATEGICALLY.
• WATCH FOR GAPS IN
KNOWLEDGE THAT
IMPACT WORK AND PLAN
TO GET IT.
• DUAL FOCUS ON
KNOWLEDGE AND WORK
GIVES A UNIQUE
PERSPECTIVE ON NEW
BUSINESS
OPPORTUNITIES.
Strategy
Performance
Communities
Practices
Domains
Sharing
Learning
Stewarding
11. ROLLING THE DOUGHNUT:
STRATEGIC KNOWLEDGE MANAGEMENT
• KNOWLEDGE IS THE
PROPERTY OF THE
PRACTITIONERS.
• MANAGEMENT’S ROLE
IS TO MAKE IT
POSSIBLE FOR THEM
TO BE MANAGERS OF
THEIR KNOWLEDGE.
• COMBINED BOTTOM-UP
ENTHUSIASM AND TOP-
DOWN
ENCOURAGEMENT
MAKE THE MOST
SUCCESSFUL COPS.
Strategy
Performance
Communities
Practices
Domains
Sharing
Learning
Stewarding
13. REFERENCES
GROENING, M. (CREATOR AND EXECUTIVE
PRODUCER). (1989) THE SIMPSONS
[TELEVISION SERIES]. LOS ANGELES: FOX
BROADCASTING COMPANY.
WENGER, E. (2004, JANUARY-FEBRUARY).
KNOWLEDGE MANAGEMENT AS A DOUGHNUT:
SHAPING YOUR KNOWLEDGE STRATEGY
THROUGH COMMUNITIES OF PRACTICE. IVEY
BUSINESS JOURNAL ONLINE. RETRIEVED
MARCH 27, 2009 FROM
HTTP://WWW.IVEYBUSINESSJOURNAL.COM/VIE
W_ARTICLE.ASP?INTARTICLE_ID=465
Editor's Notes
Practitioners coming together to share experiences
“Managers” must enable practitioners, not direct
Enabling Structures:
In order to integrate the work of communities of practice into the organization, there must be three types of support
Sponsorship:
Leadership and management should provide the environment and resources for the COP to thrive and allow their efforts to be incorporated into the organization’s work; Executive sponsorship acts as a bridge
Recognition:
Sharing knowledge is a way to build reputation, leading to recognition. This involves two types of recognition
Support:
Communities need support from the organization, including time and money, recognition of some explicit roles, technological infrastructure, and a “support team” that provides assistance and advice to the community