The document discusses the importance of knowledge management (KM) for Imako Media Group, emphasizing the need to transition from traditional to knowledge-based strategies to remain competitive in the evolving media industry. It outlines current challenges faced by the organization, such as lack of knowledge sharing and documentation, and proposes various methods for implementing an effective KM system to enhance organizational learning and innovation. Recommendations include establishing trust, improving technology infrastructure, and fostering a culture of collaboration and knowledge sharing among employees.

1. design and edit by alexandros valourdos / avalourdos@me.com

2. presentation’s index
project objectives
what is the value of a company?
image & status of your company (today-tomorrow)
media industry today – crucial questions
strategy – which path?
knowledge way – kms benefits for the organization
what if not adapting this way
assessment of current status of imako media group
getting started with a kms
wrap up

3. what is the main objective?

4. introduce the concept of knowledge management
describe the benefits and added value to imako
assess the current status of imako in regards to km
propose ways of implementing km

5. what is the value of a company?

6. company’s wealth creating factors
in the knowledge economic
environment
swift
from
of today
productive
tangible assets to
intangible assets*
*
*
or intellectual capital
of the company

7. ** Intellectual capital"
organizational capital
proprietary sw systems,
distribution networks,
supply chain
* Intangible assets
human capital
knowledge
workforce, customers,
information
suppliers, partners of the
experience
company

8. if the image of your company "
looks something like that…
concerning knowledge sharing, communication,
ways of proceeding work…

9. a knowledge management system !
will connect your workforce…
…make your acquaintance with what drives the new economy
knowledge, change and globalization

10. and make knowledge your competitive advantage!

11. *
where
media industry
stands
today?

12. widespread diffusion of new technology"
where convergence of media channels"
media industry
information overload in the newsroom "
stands
necessity of a 24-hour news cycle"
rising consumer expectations of news "
today??
on any device and at any time"
digitization of media"

13. some crucial questions come in mind

14. tablets, smartphones, notebooks they could all save "
newspapers, books and magazines or destroy them, or both

15. what becomes of the printed word?

16. what’s the fate of companies that produce "
periodicals and books?

17. can traditional "
publishing companies "
reorganize and move fast enough "
to embrace and serve "
new platforms ?

18. the answer to these questions mostly depends on "
the
adopted
strategies"
by the
publishing
companies

19. select the right strategy*
and apply it"

20. *
strategy: activities & decisions for the long-"
term interaction of the organization "
with its environment "
(internal, external)

21. strategy… which way to go?

22. Competitive &
product-based
way"
markets &
customers are "
the starting point

23. … but what about capabilities & core competences
of the organization?

24. knowledge-based way
organization’s capabilities
is the starting point"
emphasis on
intangible assets:
peoples’ competence

25. let’s assume that you adopt knowledge-based strategy

26. do you really know
what you know?
do you manage
efficiently what you
now think know?
does this creates
value for your
organization and for
your future
projects?

27. just to
clear out
what is
knowledge
knowledge is
the expertise of
information is
the individual
the recipe
using
data is
to combine
the information
a list of goods
these goods
that is provided

28. knowledge
is the most
valuable
asset
how do you manage it?

29. you need to
apply a
knowledge
management
system

30. what really is knowledge management
is not a project
is an on-going “journey” of utilizing in the best way
what your organization knows to the benefit of it
culture flowing from leadership
enabling all personnel to share their knowledge
and contribute in creation of new one,
for the benefit of organization

31. what really is knowledge management
it’s about retaining these knowledge
within the organization and ensure continuity of it
a systematic way
to catalogue the knowledge of the organization
in a way that is easy to be retrieved when needed

32. knowledge management definition circles
why?
tacit meaning:
values, feelings, motives,
relationships, significance
articulate
meaningful
action
method

33. explicit and tacit knowledge
explicit knowledge
practices
procedures
manuals
documents
tacit knowledge
skills
ideas
experience

34. *
the question is how you can manage knowledge
*
create
identify
capture
transfer
improve
reuse

35. knowledge management has four key components
processes
technology
behavior
content

36. processes, technology
and behaviors should
deliver the
right content to the
right people at the
right time and in the
right context

37. in order to

38. make the best decisions quickly
solve problems
accelerate competency and innovation
exploit business opportunities

39. minimize duplication and re-invention
reduce knowledge loss
improve customer service
access to best and latest thinking

40. what if not adopting this way?
imagine this organization operating vs. others…
far away dream or nice to have?
better think twice…

41. and now the imako affair

42. focus on the “environment”
of imako media group"
assess the current status
of the organization in "
regards of knowledge
starting point
management

43. we will use various tools and methods
to study the business environment of imako
and how knowledge is managed in the organization
the sveiby model and the
bukowitz williams model are the
most important tools in our study of imako

45. it is not so complicated as it seems
it is just a series of to-the-point
questions, which after try answering
them, you have a clear view of where your
company stands and what is
needed to be done

46. questions like…

47. is there a collaborative climate
among employees?
are there any procedures to follow?
does a learning culture exists?
do your professionals share their knowledge?

48. can every employee use the
whole brain of imako
to proceed his work?
is there an evaluation and rewarding system for competence,
knowledge sharing, innovation?
does imako communicates internally?

49. does imako hears customers, suppliers
and other stakeholders?
do your customers, suppliers and other stakeholders improve
the competence of imako’s employees?
does imako improves
its customers and
suppliers?

50. how often do
imako employees
re-invent the wheel?
how often imako loses an employee?
is the leaving employee being
interviewed before closing the door?
is there any written documentations describing how
the business is done in every department?

51. does imako learn from its mistakes?
do employees trust
the management?
does management trust the employees?
does top management believe that knowledge is an asset?
does imako creates new knowledge?

52. after interviewing and discussing with a key-functional
group of imako employees and top management
we came up with a list of findings

53. a list that you need to change in order to reach for the future

54. lack of procedures
lack of proper technology to support business in the modern environment
no culture of sharing knowledge
no leaving interviews
no ducumentation of success and failure stories
lack of clear characteristics for hiring new employees
not accurate forecasting for customers in commercial department

55. no knowledge communication between departments
failure stories are not discussed internally
no intranet
only success stories are presented
no willingness to share knowledge
employees see knowledge as a personal asset
no communication even between departments of the same magazine

56. no documented manuals for every department
no reviews and evaluation of decisions, actions, projects
no education and training programs for employees
no regular business meetings
no evaluation of personal contribution to certain projects
no common clear vision
no expertise sharing among departments

57. no clear decision making policy
only top management is making decisions even for irrelevant departments
no position exists for knowledge officer
lack of knowledge origin awareness and reward
no metrics and reward system for knowledge sharing and training others
no in-depth study of matters,
only fire-fighting solutions
lack of electronic self guides to knowledge and procedures

58. the problem is there
and it want disappear just by ignoring it

59. considering the findings we came up with
a list of recommendations

60. create a vision for the future of imako

61. build trust inside the organization

62. implement knowledge-management processes and structures
that directly support imako’s
strategic knowledge requirements
utilize the company’s customers, suppliers and markets
not only on the basis of products and services exchanges
but also according to how
much can be learned
from them.
focus on intellectual assets

63. motivate employees for new ideas, sharing of knowledge
improve the structure of electronic and physical space
where people can share their
knowledge and experience
senior managers
should actively
anticipate at
knowledge sharing

64. exchange your pointed leaders with natural leaders
build the belief the greatest power comes through shared knowledge
set up a knowledge management team
inform, involve
and educate employees
on the benefits that this
new culture will bring

65. define certain field of responsibilities,
empower people with the power of decision
spent time evaluate and control vs command and control
high performance employees of each process start training the rest of imako
story telling

66. job rotation
arrange for regular, short duration, meetings
sharing knowledge between imako suppliers
learn information from suppliers
about product expertise,
new technologies, their knowledge
document best practises and failures
mentoring programs

67. acknowledgement of individual’s contribution in
imako’s performance
favor creativity and innovation
rearrange the ways you assess and evaluate employees
introduce metrics for
rewarding transfer
of knowledge

68. bonuses linked to projects
additional employee reward system for innovation
employee job description update with
addition of knowledge sharing competence
human resource department
when interviewing should
have in mind also
knowledge sharing

69. promotion policy should take knowledge sharing into account
create a radar position to look
after external intelligence
always set up clear objectives for the employees
what must an employee
produce and do?
know fluently?
be able to look up fluently?

70. create overlapping responsibilities
develop and implement decision making systems"
create a process of lessons learned
create a post evaluation system for completed projects"
distribute responsibilities and assign blames
always evaluate failures as a group
improve personal relationship with large customers
try to understand customer needs
get them more involved in your knowledge company

71. share and communicate
best practices among employees
encourage attendance in communities of practice to
attract knowledge on customer
preferences and
competition intel.
rearrange from function
type of organization
to process oriented one

72. invest in technology

73. create an intranet

74. knowledge map with responsibilities available on intranet
projects of the month with constant update available on intranet
every department's intranet pages updated regularly

75. capabilities of setting up various alerts on intranet
online meetings on intranet (do not replace face to face meetings)
imako search engine of the record of
everything that has been published
through its magazines from day one

76. some key factors in order to succeed in applying km

77. need to invest in faith
focus on the future, not present, not past
pursue knowledge management as a premium strategy
build trust
need for leadership commitment and activity
appoint dedicated knowledge
management leader
develop rapid response capabilities

78. focus on people and performance
show commitment and enthusiasms
resent successful steps and learn from partial failures
management should understand the
full perspective of what a knowledge
management system will give
to the company
get rid off legacies and cultures that block the system

79. start creating a km for imako
the dimensions of organization change*
physical/technical infrastructure
more concrete
less deeply
easy to
business
organization
technology
embedded
change
processes
structure
social Infrastructure
reward
measurement
management
systems
systems
systems
value infrastructure
less concrete
organization
political
individual
more deeply
difficult to
culture
power
beliefs
embedded
change
* adapted from Business Reengineering: The Survival Guide, Andrews & Stalick, Upper Saddle River, NJ:Yourdon Press, 1994.

80. starting from business procedures,
technology and
organizational structure
the more concrete and easy to change
because less deeply embedded
more easy to see actual results in short notice
and gain the confidence of the organization on km culture

81. business procedures are the
cornerstone of any organization
the first step in the evolution of an organization
from “ignorant talented” to
“knowing what I know and why”
introduction of procedures is not good enough unless
constantly improve and evolved

82. need to pioneer and establish a clear leadership position in the digital media

83. create a unique feature to maintain traditional print format of the magazines

84. product innovation and creation of interactive social media portals

85. educate capable employees in internet marketing

86. few suggestions for the editorial department

87. present a vision, a common goal and an ideal way of
working, and connected with km practices
distribution of questionnaires to employees to receive feedback on major
areas of concern/issues
recruit educated young people and place every one of them
right next to your top senior editors
(men to women and vice versa)
make them work as one

88. create a pool of finished or semi-finished
material that hasn’t found its place in mags or
web, so not to be forgotten
the same with photo productions
arrange editorial seminars for all your
products (mags and web) so to create an
editorial force that can produce whenever is
asked for whatever product.

89. installation of new desktop publishing system
that will allow simultaneously use of an article from every one
(editor, graphic designer, text editor)
to save precious time
try to keep a low staff turnover
tacit knowledge, invested time and money
from the company shouldn’t go out the window
to avoid this try to create a bonding culture,
give initiatives (promotions), and common vision.

90. the most important asset of imako is
everything that has been published
from the day founded
we believe that a project of digitalization
of what ever exists in printed form, is
what a media company needs
to evolve in the
new media trends

91. to wrap up
understand what we know and how to use it
shift organization from function to process
on going process of educate and being educated
keep the knowledge within organization and grow it
involve everybody in this process and new culture in order to
ensure optimum results
sharing knowledge is a continuous job
everybody should be involved
create dedicated workforce

92. you have just taken a pick to the future of your company

94. you can take the blue pill and forget you ever heard km
or you can take the red pill and direct your company in the future

95. welcome to the century of knowledge"
let’s build a smarter company with smarter employees"