Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
The 10-Step Knowledge Management Road map
They copied all that they could follow but they could not copy my mind, and I left 'em sweating and stealing and a year and half behind —Rudyard Kipling.
IN THIS CHAPTER
• Understand the 10-step knowledge management roadmap and how it applies to your company.
• Understand the four phases constituting these 10 steps: infrastructural evaluation; KM system analysis, design, and development; deployment; and evaluation.
• Understand where each step takes you.
• Articulate a clear link between KM and business strategy to maximize performance and impact on your company's bottom line.
• Learn how to prioritize KM processes to maximize business impact.
• Understand the key steps involved in knowledge auditing, knowledge mapping, strategic grounding, deployment methodology, teaming, change management, and ROI metrics formation.
Knowledge management is a complex activity, and like anything else that cannot deliver business impact without a concrete plan, it needs a perfect plan. This chapter introduces that plan: the 10-step knowledge management roadmap that will guide you through the entire process of creating a business-driven knowledge management strategy, designing, developing, and implementing a knowledge management system and effecting the soft changes that are required to make them work—with your company in mind. I chose to describe this plan as a roadmap rather than relegating it to the status of a methodology. A methodology undermines the level of complexity that is actually involved in managing knowledge and gives it a deceptive look of a cookie-cutter formulation.
May your competitors who thought that bleeding-edge technology was their nirvana rest in peace. For nothing—no technology, no market share, no product, and no monopoly— can ever provide a competitive advantage that is anything but temporary: They can all be copied, sometimes easily and sometimes with a little effort. Knowledge is the only resource that cannot be easily copied. Knowledge is much like copy protection: Even if your competitors get to it, they cannot apply it, for knowledge is protected by context in as copy-protected software is protected by encryption.
This strengthening idiosyncrasy of knowledge also has a negative implication for you: You cannot easily copy a competitor's knowledge management strategy and system.
Examples from your industry's leaders can be useful for understanding knowledge management, but they cannot show you the right way to do it. For these reasons, your
knowledge management system and knowledge management strategy will have to be unique to your company.
What follows in the next four sections of this book is an explication of the roadmap—not imitable methodology—that will help focus on your own company and develop a
knowledge strategy whose results are hard hitting, but one that no competitor can easily duplicate. They can co
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
The 10-Step Knowledge Management Road map
They copied all that they could follow but they could not copy my mind, and I left 'em sweating and stealing and a year and half behind —Rudyard Kipling.
IN THIS CHAPTER
• Understand the 10-step knowledge management roadmap and how it applies to your company.
• Understand the four phases constituting these 10 steps: infrastructural evaluation; KM system analysis, design, and development; deployment; and evaluation.
• Understand where each step takes you.
• Articulate a clear link between KM and business strategy to maximize performance and impact on your company's bottom line.
• Learn how to prioritize KM processes to maximize business impact.
• Understand the key steps involved in knowledge auditing, knowledge mapping, strategic grounding, deployment methodology, teaming, change management, and ROI metrics formation.
Knowledge management is a complex activity, and like anything else that cannot deliver business impact without a concrete plan, it needs a perfect plan. This chapter introduces that plan: the 10-step knowledge management roadmap that will guide you through the entire process of creating a business-driven knowledge management strategy, designing, developing, and implementing a knowledge management system and effecting the soft changes that are required to make them work—with your company in mind. I chose to describe this plan as a roadmap rather than relegating it to the status of a methodology. A methodology undermines the level of complexity that is actually involved in managing knowledge and gives it a deceptive look of a cookie-cutter formulation.
May your competitors who thought that bleeding-edge technology was their nirvana rest in peace. For nothing—no technology, no market share, no product, and no monopoly— can ever provide a competitive advantage that is anything but temporary: They can all be copied, sometimes easily and sometimes with a little effort. Knowledge is the only resource that cannot be easily copied. Knowledge is much like copy protection: Even if your competitors get to it, they cannot apply it, for knowledge is protected by context in as copy-protected software is protected by encryption.
This strengthening idiosyncrasy of knowledge also has a negative implication for you: You cannot easily copy a competitor's knowledge management strategy and system.
Examples from your industry's leaders can be useful for understanding knowledge management, but they cannot show you the right way to do it. For these reasons, your
knowledge management system and knowledge management strategy will have to be unique to your company.
What follows in the next four sections of this book is an explication of the roadmap—not imitable methodology—that will help focus on your own company and develop a
knowledge strategy whose results are hard hitting, but one that no competitor can easily duplicate. They can co
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http://gsom.spbu.ru/en/all_news/event2016_10_18/
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4. Knowledge Management System
• A knowledge management system (KMS) is an
information system designed particularly to:
• assist the sharing and
• integration of knowledge
6. Benefits of KM
• Every person in the company
has access to management
and business knowledge
• Makes it possible for you to
support new technologies
easily and capture new
knowledge for future use
• Due to the existing knowledge
base, the employees can
quickly find all the information
they need
• Create knowledge base
articles using the real-time
HTML editing tools
• Facilitates IT staff members
stay up to date on various,
ever-changing technologies
• Reduces IT costs without
having to compromise quality
service to internal and
external customers
• Improves staff engagement
and communication
• Helps in delivering better
measurement and
accountability
7. KM Systems Examples
• Feedback database –
– A company may have a database of feedback from
customers and employees
– shares this feedback with their design and
research and development departments
– All members of the organization would be able to
enter feedback into the database
– integrated approach would be taken to
understanding the shared information
8. • Shared project files –
– An employee team can work collaboratively on a
project
– They have a system of shared files and
information that allows everyone on the team to
upload and comment on work performed by
others.
9. • Research files –
– A company developing a new product conducts
research on their competitors and what is needed in
their product or market niche
– This information is entered into a database that
contains objective data on market sales potential and
indicates what assets and processes the company has
in place which can be used to meet this sales
potential, meet customer needs and fill gaps within
the marketplace
10. Key Terms of KM
• Knowledge Architect- staff member who:
– Overseas definitions of knowledge and intellectual processes
– Identifies technological and human requirements to use this
knowledge
• Knowledge Assets- or intellectual capital is:
– Human, structural and other resources available (assets)
– Knowledge is what is in the mind/intellect of these assets
• Knowledge Bridge- a connection between:
– Business processes and different functions of organization
11. • Knowledge Workers- employees and
managers who:
– Contributes significantly to the intellectual capital of the org
• Knowledge Economy- an economy of
knowledge focused on the:
– Production and management of knowledge
– Within the framework of economic constraints