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Knowledge management
- 2. Contents 1.Introduction 2.Why knowledge and knowledge management 3.What is KM 4.Knowledge Evolution Process 5.Types of Knowledge 6.KM Approaches – Overview 7.Knowledge Creation Model
- 3. What is Knowledge Management? What are your ideas? What have you read? What have you heard? What do you imagine?
- 4. The difference between you and the fortune 500 could be small. It lies in the way you manage your knowledge Message from KM Awarding Org. Most Admired Knowledge Enterprise (MAKE) Award
- 5. The Paradigm Shift Networked Intelligence age Beyond 21st Century Industrial age 19th & 20th Century Knowledge age 21st Century - TODAY Info Tech age Late 20th Century Agricultural age Pre 19th Century Hunter Gatherer Age
- 6. Why Knowledge In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge (Ikujiro Nonaka, 1991) 0 20 40 60 80 100 1982 1992 2000 2005 Intangible (%) Tangible (%) Sour: Brookings Institute. Prof. Baruch Lev
- 7. Forces Driving Knowledge Management 1. Increasing Domain Complexity: Intricacy of internal and external processes, increased competition, and the rapid advancement of technology all contribute to increasing domain complexity. 2. Accelerating Market Volatility: The pace of change, or volatility, within each market domain has increased rapidly in the past decade. 3. Intensified Speed of Responsiveness: The time required to take action based upon slight changes within and across domains is decreasing. 4. Diminishing Individual Experience: High employee turnover rates have resulted in individuals with decision-making authority having less tenure within their organizations than ever before.
- 8. So, what does this mean? Faced with increased complexity, market volatility and accelerated responsiveness, today’s younger manager feels less adequate to make the difficult decisions faced each day. KM is important for organizations that continually face downsizing or a high turnover percentage due to the nature of the industry.
- 9. The Knowledge Challenge Source: The Delphi Group, Inc.
- 10. The Productivity challenge Average information worker spends over an hour and a half on email each day, which is 20% of their work time Employees get 60-75% of their relevant information directly from other people More than 80% of the organization digitized information reside in individual hard drives and personal files (and thus not accessible) Information worker productivity council research February 2004 The knowledge worker investment paradox, Gartner Research July, 2004.
- 11. Knowledge Management: Is it that simple? “Right information and knowledge to the right person at the right time” KM Objective
- 12. What is KM? KM is the systematic, explicit and deliberate building, renewal and application of knowledge to maximize an enterprise’s knowledge- related effectiveness and returns from knowledge assets - K. Wiig It is the attempt to recognize what is essentially a human asset buried in the minds of individuals, and leverage it into an organizational asset that can be accessed and used by a broader set of individuals on whose decisions the firm depends - Larry Prusak A management philosophy that takes systematic and explicit advantage of knowledge to make the organization act more intelligently as well a a way to find, analyze, categorize critical knowledge areas to make sure appropriate knowledge is available when and where needed - Kimiz
- 13. What is Knowledge Management? • KM is the process of capturing a company’s collective expertise wherever it resides: in databases, on paper, in people’s heads – and distributing it to wherever it can help produce the biggest payoff (Hibbard, 1997)
- 14. •IM consists of preplanned responses to anticipated stimuli •KM consists of unplanned (innovative) responses to surprise stimuli KM is not Information Management
- 16. Experience Advice Learning Errors External Sources History Individual Knowledge Group Knowledge Organisational Knowledge Sources of Knowledge Source of Knowledge
- 17. Data, Information, Knowledge and Events Knowledge InformationData Information System Decision Events Use of information Knowledge
- 18. Data Information Knowledge Wisdom Raw / hard facts Collection of related data with context and perspective Organized information that provides guidance or initiates action Understanding that permits knowledge to be used Knowledge Hierarchy
- 19. Knowledge is a fluid mix of framed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experiences and information. In organization knowledge is embedded not only in documents, repositories but also in organizational routines, processes, practices and norms. Knowledge exists within people, part and parcel of human complexity and unpredictability.
- 21. Easier to replicate Leads to competency Explicit Tacit Hard to articulate Harder to transfer Skills and experience Contributes to efficiency Easier to document and share 20% 80% Knowledge Type
- 22. From Tacit to Articulate knowledge “We know more than we can tell.” Michael Polanyi, 1966 TacitArticulated High Low MANUAL How to play soccer Codifiability
- 23. From Tacit to Articulate knowledge
- 24. Knowledge Type
- 25. Knowledge Taxonomies • ProceduralKnow-how: it is the process, procedures, techniques and tools you use to get something done • CausalKnow-why: it relates to strategic insight – understanding your role, and the value of your decision • Pragmatic/Know-what: facts required to complete a task • RelationalKnow-who: knowledge about relationships, contacts, networks, who to call on for help, etc • SpaceKnow-where: ability that some people have for navigating through and finding the right information • TimeKnow-when: the sense of timing to do something • DeclarativeKnow-fact: true or false
- 26. Why knowledge remains tacit? Lack of Reward Unawareness(autom atic knowledge) Communication Skill Concept Formulation Trust Knowledge-based Culture ??
- 27. KM Approach and Model
- 29. KM Approaches-Codification Strategy Codification Plus Points Knowledge is always available Particularly suitable for frequent re-use Can be passed on quickly and easily, high degree of distribution Negative Point Codification is complex and time-consuming Documented knowledge can quickly become obsolete Complicated wording or terminology makes knowledge difficult to absorb Context cannot be fully described/provided Some knowledge cannot be made explicit Different mental models prevent direct use of documented knowledge
- 30. KM Approaches-Personalization Strategy Personalization Plus Points Knowledge is always up-to-date Complexity of knowledge transfer can be adapted to the situation Creative innovation possible during transfer Negative Point Complicated search for the right person The right person is not available Personal aversion Critical success always required
- 31. KM Components Knowledge Management People Technology Content Processes Attitude, Innovation, Skills, competencies, Motivation, Trust Organization, Vision/Mission Databases, Intranets, Email, Automation, Decision Tools, Networks Tacit, Implicit, Explicit KM Maps, Workflow Integration, Best practices, Business Intelligence
- 32. I I G I I I II I O G I Socialization Externalization CombinationInternalization O G G G G Learning and acquiring new tacit knowledge in practice Systemizing and applying explicit knowledge and information Tacit knowledge Explicit knowledge Explicitknowledge Sharing and creating tacit knowledge through direct experience Articulating tacit knowledge through dialogue and reflection SECI Spiral Model
- 33. Knowledge Conversion Modes – SECI Model Socialization • Empathizing • Share tacit knowledge among individuals • E.g. Face to face interaction Externalization • Articulating • Formulate techniques to articulate tactic knowledge • E.g. Use of metaphors, analogies Combination • Combine internal and external knowledge • E.g. product reports, market data Internalization • Embody explicit knowledge to become part of individuals knowledge base • E.g. learning by doing Tacit Tacit Tacit Explicit Explicit Explicit Explicit Tacit
- 34. Strategic Quality – IBM Daksh Business Process Services Philippines Model Continuity
- 35. Four Characteristics of Ba ORIGINATING BA INTERACTING BA CYBER BAEXERCISING BA Place where individuals share feelings, emotions, experiences Place where dialogue and metaphors help transform tacit knowledge Place of interaction in the virtual world through use of technology Place to continuously learn by self-refinement
- 37. 7C Model
- 39. Management for Knowledge Creation Top management is the provider of “Ba” for knowledge creation Leaders must support emerging processes with visionary proposals and personal commitment Management must realize that knowledge needs to be nurtured, supported, enhanced and cared for