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knowledge Management@TNS HYD
The document discusses knowledge management (KM), including different types of knowledge, intellectual capital, and why KM is needed. It defines KM as a framework for capturing, sharing, and creating new knowledge to improve business performance. Challenges of KM include getting employee participation and preventing information overload. Metrics for measuring KM include number of knowledge base users and submissions, and stories of successful knowledge reuse.
knowledge Management@TNS HYD
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- 2. AGENDAAGENDA • IntroductionIntroduction – Whatis KnowledgeWhat is Knowledge • Types of Knowledge:Types of Knowledge: – Tacit KnowledgeTacit Knowledge – Explicit KnowledgeExplicit Knowledge – What is intellectual capital?What is intellectual capital? – What is knowledge management?What is knowledge management? • Why do we need KM?Why do we need KM? • KM@TNSKM@TNS – Why Knowledge Management?Why Knowledge Management? – What can KM do for:What can KM do for: • CompanyCompany • EmployeeEmployee • ClientClient
- 3. AGENDAAGENDA • Proposed KMparadigm/architectureProposed KM paradigm/architecture • Proposed strategic context of KMProposed strategic context of KM – Developing KM Strategies/RulesDeveloping KM Strategies/Rules • How to measure KM?How to measure KM? • What are the challenges in implementing KMWhat are the challenges in implementing KM and their solutions?and their solutions?
- 4. KNOWLEDGEKNOWLEDGE DATADATA Data is aset of discrete,Data is a set of discrete, objective facts aboutobjective facts about eventsevents INFORMATIONINFORMATION Information is dataInformation is data endowed with relevanceendowed with relevance and purposeand purpose KNOWLEDGEKNOWLEDGE Knowledge is informationKnowledge is information combined withcombined with experience, context,experience, context, interpretation andinterpretation and reflectionreflection
- 5. WHAT IS KNOWLEDGEWHATIS KNOWLEDGE • Knowledge is…….Knowledge is……. – TrainingTraining – Process documentsProcess documents – A set of questions and answersA set of questions and answers – Case studies Lessons learnedCase studies Lessons learned – Process Improvement suggestionsProcess Improvement suggestions – Business Models, objects, componentsBusiness Models, objects, components
- 6. Types of KnowledgeTypesof Knowledge TACITTACIT •RESIDES IN MINDRESIDES IN MIND •DIFFICULT TO CAPTUREDIFFICULT TO CAPTURE •GIVES COMPETITIVE EDGEGIVES COMPETITIVE EDGE •Viz. ,Viz. , •ExpertiseExpertise •CraftsmanshipCraftsmanship •SkillsSkills •BehaviorBehavior EXPLICITEXPLICIT •EASY TO CAPTUREEASY TO CAPTURE •EASILY ACCESSIBLEEASILY ACCESSIBLE •Viz. ,Viz. , •ReportsReports •DocumentsDocuments •LiteratureLiterature
- 7. Tacit KnowledgeTacit Knowledge •Tacit KnowledgeTacit Knowledge is the knowledge that people carry in their headsis the knowledge that people carry in their heads • It is much less concrete than explicit knowledgeIt is much less concrete than explicit knowledge • It is more of an ‘un spoken understanding’ about somethingIt is more of an ‘un spoken understanding’ about something • Knowledge that is more difficult to write down in a document or a databaseKnowledge that is more difficult to write down in a document or a database • An example might be knowing how to ride a bicycle – you know how to do it,An example might be knowing how to ride a bicycle – you know how to do it, you can do it again and again, but could you write down instructions foryou can do it again and again, but could you write down instructions for someone to learn to ride a bicycle?someone to learn to ride a bicycle? • Tacit knowledge can be difficult to access and is often not known to others.Tacit knowledge can be difficult to access and is often not known to others. • In fact, most people are not aware of the knowledge they themselvesIn fact, most people are not aware of the knowledge they themselves possess or of its value to others.possess or of its value to others. • Tacit knowledge is considered more valuable because it provides contextTacit knowledge is considered more valuable because it provides context for people, places, ideas and experiences.for people, places, ideas and experiences. • It generally requires extensive personal contact and trust to shareIt generally requires extensive personal contact and trust to share effectively.effectively.
- 8. What is IntellectualCapital?What is Intellectual Capital? Intellectual capital consists of intangibleIntellectual capital consists of intangible assets of an organization that can be putassets of an organization that can be put to create wealth.to create wealth.
- 9. • Knowledge existsin people’s mind as:Knowledge exists in people’s mind as: – IdeasIdeas – InformationInformation – ExperiencesExperiences – WisdomWisdom • Intellectual Capital (IC)Intellectual Capital (IC) is knowledge that has been documented.is knowledge that has been documented. • Intellectual Capital AssetsIntellectual Capital Assets are definable, hard pieces of intellectualare definable, hard pieces of intellectual capital (IC) organized to enable sharing for reuse to deliver valuecapital (IC) organized to enable sharing for reuse to deliver value • PlansPlans • DesignsDesigns • MethodsMethods • SoftwareSoftware • DataData • ReportsReports • PresentationsPresentations
- 10. WHAT IS KNOWLEDGEMANAGEMENT?WHAT IS KNOWLEDGE MANAGEMENT? Knowledge Management is…Knowledge Management is… • An “enabling framework” for –An “enabling framework” for – CapturingCapturing Locating, sharing, andLocating, sharing, and Creation of new knowledgeCreation of new knowledge To strengthen the business performanceTo strengthen the business performance • The process of researching, collecting and organizing an enterprise’sThe process of researching, collecting and organizing an enterprise’s employee’s knowledgeemployee’s knowledge • Process through which organizations generate value from their intellectualProcess through which organizations generate value from their intellectual and knowledge based assetsand knowledge based assets • Effort to devise best practicesEffort to devise best practices • About ensuring that people have knowledge they need, where they need it,About ensuring that people have knowledge they need, where they need it, when they need it –when they need it – Right knowledge at right place at right timeRight knowledge at right place at right time • KM is facilitated by IT, but technology itself is not KMKM is facilitated by IT, but technology itself is not KM
- 11. Knowledge ManagementKnowledge Management (Summary)(Summary) People,Process and technology directed towardsPeople, Process and technology directed towards maximizing the value of intellectual capital.maximizing the value of intellectual capital. Or,Or, ““How can the organization update and use its knowledgeHow can the organization update and use its knowledge more effectively?”more effectively?”
- 12. KM- Some ExamplesKM-Some Examples • Mckinsey & Co. spends 10% of its revenues on managingMckinsey & Co. spends 10% of its revenues on managing Knowledge.Knowledge. Mentioning and sharing knowledge built in to the culture.Mentioning and sharing knowledge built in to the culture. • The World Bank’s KM budget is $ 50 Million.The World Bank’s KM budget is $ 50 Million. • IBM has one of the oldest formal KM initiatives.IBM has one of the oldest formal KM initiatives. IBM institute for KMIBM institute for KM • Nokia recognizes KM as one of the three thrust areas (the other twoNokia recognizes KM as one of the three thrust areas (the other two being Competence Management and Performance Management) inbeing Competence Management and Performance Management) in its drive towards learning organization.its drive towards learning organization.
- 13. Why do weneed KM?Why do we need KM? • KM is based on the idea that an organization’s most valuable resource is theKM is based on the idea that an organization’s most valuable resource is the knowledge of its people.knowledge of its people. • To strengthen the performance, through:To strengthen the performance, through: – Knowledge sharing – building on each others knowledgeKnowledge sharing – building on each others knowledge – Focusing global experience on problem when they occurFocusing global experience on problem when they occur – Not reinventing the wheel and not repeating the mistakesNot reinventing the wheel and not repeating the mistakes – Strengthening product/ process InnovationStrengthening product/ process Innovation • Shorten the learning curve (Managing Ignorance)Shorten the learning curve (Managing Ignorance) • Create several domain experts (Depth of Knowledge)Create several domain experts (Depth of Knowledge) • Increase the breadth of knowledgeIncrease the breadth of knowledge • Doing things faster – Compressing the time for delivery;Doing things faster – Compressing the time for delivery; Reduce cycle time: Getting 1Reduce cycle time: Getting 1stst time righttime right
- 14. KM@TNSKM@TNS Benefits to thecompanyBenefits to the company • Increase win ratesIncrease win rates • Improves speed to marketImproves speed to market • Improves speed of executionImproves speed of execution • Improves the quality of deliverablesImproves the quality of deliverables • Accelerate rate of innovationAccelerate rate of innovation • Reduces costsReduces costs • Improve Dissemination of proven solutionImprove Dissemination of proven solution • Reduces loss of intellectual assets from turnoverReduces loss of intellectual assets from turnover • Facilitate faster on boarding of new employeesFacilitate faster on boarding of new employees • Retain our knowledge and expertiseRetain our knowledge and expertise
- 15. KM@TNSKM@TNS Benefits to theEmployeeBenefits to the Employee • Access to intellectual capital and expertsAccess to intellectual capital and experts • Opportunity to communicate and explore new ideasOpportunity to communicate and explore new ideas • Increased professional satisfaction and recognition fromIncreased professional satisfaction and recognition from peer managementpeer management • Expanded personal network of knowledge professionalsExpanded personal network of knowledge professionals • Increase in expertise/confidenceIncrease in expertise/confidence • Ability to complete projects fasterAbility to complete projects faster • Reap the benefits of work already doneReap the benefits of work already done • Building reputation and trust with clientsBuilding reputation and trust with clients
- 16. KM@TNSKM@TNS Benefits to theClientBenefits to the Client • Increased comfort levelIncreased comfort level • Faster turn around time / deliverableFaster turn around time / deliverable schedulesschedules • Reduction in costReduction in cost • Consistent standard of deliverables /Consistent standard of deliverables / lesser chances of reworklesser chances of rework
- 17. Proposed KMProposed KM Paradigm/ArchitectureParadigm/Architecture Knowledge Content Author Editingreview KM Database Maintenance Publication Refuse Users KMG KMG KM Network leader
- 18. Strategic context ofKMStrategic context of KM Knowledge StrategyKnowledge Strategy What you need to know What you know What you can do What you need to do KNOWLEDGE GAP STRATEGY GAP
- 19. The Codification StrategyTheCodification Strategy TACIT TACIT EXPLICI T EXPLICI T Externalization Internalization
- 20. The Personalization StrategyThePersonalization Strategy TACIT TACIT SOCIALTION For Officers Knowledge Communities For Supervisors Aspire Knowledge Manthan Knowledge Sharing Session Challenges How to ensure that people are Present (Giver and taker) How to create and sustain enthusiasm Deliverables? Targets? How to measure Effectiveness?
- 21. Knowledge Community StructureKnowledgeCommunity Structure • Knowledge Network LeaderKnowledge Network Leader – Respected member of the community and a stronger leaderRespected member of the community and a stronger leader – Key in providing the base information needed during communityKey in providing the base information needed during community formationformation • Guidance BoardGuidance Board – Respected leaders of the community, who can influence the direction ifRespected leaders of the community, who can influence the direction if the communitythe community – Key to the success of the communityKey to the success of the community • Core teamCore team – Subject matter expertsSubject matter experts – Evaluate, structure, and publish submitted ICEvaluate, structure, and publish submitted IC – Heart of the community operationsHeart of the community operations – Community championCommunity champion – Community practitioner: All of usCommunity practitioner: All of us
- 22. What to submit?GuidelinesWhat to submit? Guidelines • Was the project successful one with satisfiedWas the project successful one with satisfied client?client? • Is the material relevant to the specific KNIs the material relevant to the specific KN (Knowledge Network) and does the material(Knowledge Network) and does the material supports the KN’s mission and objectives?supports the KN’s mission and objectives? • Does the intellectual capital fit within the existingDoes the intellectual capital fit within the existing categories and sub-categories?categories and sub-categories? • Does the submission contain large/multipleDoes the submission contain large/multiple attachments?attachments?
- 23. Evaluation of SubmissionEvaluationof Submission • Points to think about:Points to think about: – Is IC (Intellectual Capital) easily reusable?Is IC (Intellectual Capital) easily reusable? – Are there no significant confidentiality constraints?Are there no significant confidentiality constraints? – Does the IC represents an innovative concept,Does the IC represents an innovative concept, approach, or solution?approach, or solution? – Can IC be considered a “Best practice” and/or provenCan IC be considered a “Best practice” and/or proven solution?solution? – Does the IC represents methodology, technique orDoes the IC represents methodology, technique or architecture enhancements?architecture enhancements? – Is the IC redundant (compared with other IC’s)? If so,Is the IC redundant (compared with other IC’s)? If so, does it exchange existing IC?does it exchange existing IC?
- 24. KM measurementsKM measurements •Number of registered users if a knowledge portalNumber of registered users if a knowledge portal • Number of unique users (who access the KM database for aNumber of unique users (who access the KM database for a specified number each month)specified number each month) • Number of READS per monthNumber of READS per month • Number of submissionsNumber of submissions • Number of successful reuse storiesNumber of successful reuse stories • Number of problems solvedNumber of problems solved • Time taken to solve problemTime taken to solve problem • Time to searchTime to search • Reduction in accidentsReduction in accidents • Cost/time saving due to reuseCost/time saving due to reuse • Assets that got read maximum number of timesAssets that got read maximum number of times • Assets that got reused maximum number of timesAssets that got reused maximum number of times
- 25. Challenges of KM?Challengesof KM? • Getting employees on boardGetting employees on board – The need to sell KM concept to employees shouldn’t be underestimatedThe need to sell KM concept to employees shouldn’t be underestimated – Employees being asked to surrender their knowledge and experience,Employees being asked to surrender their knowledge and experience, the very traits that makes them valuablethe very traits that makes them valuable • Incentive programIncentive program – Danger that employees will participate solely to earn incentivesDanger that employees will participate solely to earn incentives – Quality or relevance if the information contributed suffersQuality or relevance if the information contributed suffers – The best KM effort should be a part of every employees dayThe best KM effort should be a part of every employees day – Ideally, participation in KM should be its own rewardIdeally, participation in KM should be its own reward – If KM doesn’t make life easier for employees it will failIf KM doesn’t make life easier for employees it will fail • Allowing technology to dictateAllowing technology to dictate – KM is not a technology based conceptKM is not a technology based concept – Software vendors touting their all-inclusive KM solutions?Software vendors touting their all-inclusive KM solutions?
- 26. Challenges of KM?Challengesof KM? • Knowledge gets stale fasterKnowledge gets stale faster – Contents in KM program should be constantlyContents in KM program should be constantly updated, amended and deletedupdated, amended and deleted – KM is constantly evolving business practiceKM is constantly evolving business practice • Not all information is knowledgeNot all information is knowledge – Diligently to be lookout for information overloadDiligently to be lookout for information overload – Indeed, the point of a KM program is to identify andIndeed, the point of a KM program is to identify and disseminate knowledge gems from a sea ofdisseminate knowledge gems from a sea of informationinformation
- 27. ResistancesResistances – Type –IType – I • Inertia and difficulty in learningInertia and difficulty in learning • Mindsets, Fears and difficulty in unlearningMindsets, Fears and difficulty in unlearning – Type – IIType – II • Superiors and inferiorsSuperiors and inferiors • Power gain and power lossPower gain and power loss – Type – IIIType – III – Client and supply system relatedClient and supply system related
- 28. OvercomingOvercoming Challenges/ResistanceChallenges/Resistance • Create passionin the company for knowledgeCreate passion in the company for knowledge sharingsharing • Information sharingInformation sharing • Opportunities for introspection skill buildingOpportunities for introspection skill building • Clarifying assumptionsClarifying assumptions • Celebrating early success and buildingCelebrating early success and building involvementinvolvement • Highlighting early failures and discussing issuesHighlighting early failures and discussing issues and not personalitiesand not personalities
- 29. Driving employees toKM…Driving employees to KM… • Participation in Knowledge Portals / DatabasesParticipation in Knowledge Portals / Databases • Membership of relevant KnowledgeMembership of relevant Knowledge CommunitiesCommunities • Submission of intellectual artifactsSubmission of intellectual artifacts • Giveback – Earns credits towards ProfessionalGiveback – Earns credits towards Professional certifications, Peer recognition, Managementcertifications, Peer recognition, Management visibilityvisibility • Look for reuseLook for reuse • Earn incentives/awards for “good” submissionEarn incentives/awards for “good” submission and reuseand reuse • Mandatory for going higher up in any professionMandatory for going higher up in any profession
- 30. What is requiredto drive KM?What is required to drive KM? • Do not divorce KM from Business Goal: theyDo not divorce KM from Business Goal: they need to go togetherneed to go together • Top-down Approach: Leaders and managersTop-down Approach: Leaders and managers must participatemust participate • Measurable targets to be in placeMeasurable targets to be in place • KM team required: believers in this practiceKM team required: believers in this practice • Cultural changeCultural change • No short term benefits: minimum of a year toNo short term benefits: minimum of a year to realize any benefitrealize any benefit
- 31. RecommendationsRecommendations • Separate hypefrom realitySeparate hype from reality • StartStart smallsmall:: Collaborative technologies should not be dropped onCollaborative technologies should not be dropped on employees like an anvil from aboveemployees like an anvil from above • Find aFind a championchampion: you need visionary: you need visionary • Pick aPick a realreal problem: you cant just start and see where it goesproblem: you cant just start and see where it goes • Fill the space:Fill the space: you contributeyou contribute firstfirst • Prod employees to participate:Prod employees to participate: Resist the resistanceResist the resistance • Promote benefits:Promote benefits: advertiseadvertise themthem • Celebrate the experts:Celebrate the experts: publicizepublicize • Don’t play safe during collaborative knowledge sharingDon’t play safe during collaborative knowledge sharing session/decisions (frank opinions)session/decisions (frank opinions) • Let usLet us take controltake control on tools (proper tools)on tools (proper tools) • MeasureMeasure the effort: saving in cost, time, resourcesthe effort: saving in cost, time, resources
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