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Knowledge_Management.ppt
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© 2004 Superfactory™. All Rights Reserved.
Knowledge Management
and
Learning Organizations
Superfactory Excellence Program™
www.superfactory.com
- 2. 2
© 2004 Superfactory™. All Rights Reserved.
Disclaimer and Approved use
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Outline
1. Why the Interest?
2. Knowledge Management
1. Trends in Knowledge Management
2. Forms of Knowledge
3. Intellectual Capital
4. Challenges & Critical Success Factors
3. Learning Organizations
1. Team Learning & Personal Mastery
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© 2004 Superfactory™. All Rights Reserved.
“The basic economic resource is no longer
capital, nor natural resources, nor labor. It
is and will be knowledge.”
Peter Drucker
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Why the Interest?
Opinion leaders
Perceived growth in knowledge
Bandwagon effect
Become part of everyday parlance
Skills shortage
Recognition of growing difference between tangible and
intangible assets
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Opinion Leaders
When the rate of change outside the firm is greater than
the rate of change inside the firm, the end is in sight.
Jack Welch - CEO General Electric
The rate at which individuals and organizations learn may
be the only source of sustainable competitive advantage.
Ray Stata - CEO Analog Devices
Any organization can change, but change without the
benefit of learning is risky and inefficient.
Sal Belardo
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Exponential Growth in Knowledge
By the year 2020 knowledge will double every 73 days or
less
World Wide Web is doubling every 90 days
Internet is doubling every 250 days
Moore s Law The power of silicon technology doubles every
18 months
Metcalfe s Law The value to those connected to a network
increases by n square
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Bandwagon Effect
General Electric, ABB, Siemens, BMW, Toyota, Monsanto,
Teltech, Roche, Microsoft, Andersen Consulting, McKinsey &
Company, A.D. Little, 3M, Otican, Pfizer, Skandia,
Steelcase, US West, British petroleum, etc.
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Part of Everyday Parlance
Go to Amazon.com, and look at the number of books
devoted to the subject
Search the journal databases
Look at the number of Ph.D. thesis titles
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Skills Shortage
The less translation that occurs within someone’s head, the
better. There is a 17% turnover in our business every year.
That means that every five years we lose most of our
knowledge. A knowledge management system must
capture this personal knowledge and translate it into
institutional knowledge.
- Roger Siboni KPMG Peat Marwick
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Tangible vs Intangible Benefits
The difference between market value and net assets in
growing. Think of this difference as intangible assets or
various types of intellectual capital customer capital,
investor capital, structural capital, human capital.
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“Knowledge management is leveraging
relevant intellectual assets to enhance
organizational performance.”
What is knowledge management?
Stankosky, 2002
Knowledge Management
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The systematic process of creating, maintaining
and nurturing an organization to make the best
use of knowledge to create business value and
generate competitive advantage.
Knowledge Management
another useful definition
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“Management” of Knowledge
Knowledge management is an integrated systematic approach to
identifying, managing and sharing all of an enterprise’s
information assets, including databases, documents, policies, and
procedures, as well as previously unarticulated expertise and
experience held by individual workers. Fundamentally it is about
making the collective information and experience of an enterprise
available to individual worker.
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Knowledge Management
Some Definitions
Policies, procedures and technologies employed for
operating a continuously updated linked pair of networked
databases. (Anthes)
Bringing tacit knowledge to the surface, consolidating it in
forms by which it is more widely accessible, and promoting
its continuing creation. (Birket)
Process of capturing, distributing and effectively using
knowledge. (Davenport)
Knowledge management is the process of capturing a
company s collective expertise wherever it resides-in
databases, on paper, or in people s head-and distributing it
to wherever it can help produce the biggest payoff.
Knowledge management is getting the right knowledge to
the right person at the right time .(Info Week 10/20/97)
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The creative process through which additional economic
value is extracted from the stock of knowledge (OECD,
2001)
Redefining Business Innovation
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Why Knowledge Management?
Organizing existing corporate knowledge
New ways to share tacit knowledge
Support for research and knowledge generation
New ways to share explicit knowledge
Smart tools to aid decision making
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The cutting edge of organizational
success (Nonaka, 1991)
The engine transforming global
economies (Bell, 1973, 1978)
Leading us toward a new type of
work with new types of workers
(Blackler, Reed and Whitaker, 1993)
The element that will lead to the
demise of private enterprise
capitalism (Heilbruner, 1976)
The sum total of value-added in an
enterprise (Peters, 1993)
The “mobile and heterogeneous
[resource that will end the]
hegemony of financial capital [and
allow employees to] seize power”
(Sveiby & Lloyd, 1987)
Why Knowledge Management?
Knowledge is fast becoming a
primary factor of production (e.g.,
Handy, 1989, 1994; Peter, 1993; Drucker, 1992)
Knowledge is: Knowledge results in:
Conclusion
The “learning organization” (Mayo
& Lank, 1995)
The “brain-based organization”
(Harari, 1994)
Intellectual capital” (Stewart, 1994)
“Learning partnerships” (Lorange,
1995)
Obsolete capitalists economies
and radically different societies
(Drucker, 1993)
Source: Theseus International
Management Institute, February 2000
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Knowledge Management Trends
Survey of 200 Large Firms found:
82% have KM underway in their organization
50% have KM staff & budget
27% have a Chief Knowledge Officer
(Conference Board)
Survey of nations leading CEOs:
Second top priority “Improving KM” (88%)
(Foundation for Malcolm Baldrige Award)
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Knowledge Management Trends
By 2001, enterprises that lack ongoing KM infrastructure will lag
KM-enabled competitors by 30-40% in speed of deployment for
new competitive programs and products
(Gartner Group)
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Dow Chemical: $100m
Silicon Graphics: $2.8m
Texas Instruments: $500m (cost avoidance)
Computer Sciences Corp: $5.8b
Chevron: $150m
Cemex: (average delivery time 20 minutes)
Ford: 3 month reduction in cycle time
Cisco: One hour virtual financial close
KM Pays Off
True KM Implementation and Results
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Knowledge is the human capacity
(potential & actual ability) to take
effective action in varied and uncertain
situations.
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Wisdom is a state of the human mind
characterized by profound understanding
and deep insight. It is often, but not
necessarily, accompanied by extensive
formal knowledge.
Meeker, Joseph, “What is Wisdom”, LANDSCAPE, Vol. 25, No. 1, Jan 1981.
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Use of Knowledge
Knowledge Identification: Where is the knowledge? Who
has it? What type of knowledge is it?
Knowledge Elicitation: How can we acquire it? What tools
can we use?
Knowledge Dissemination: In order for it to be
disseminated, it must be represented so that it can be
stored and processed.
Knowledge Utilization: We must be able to evaluate the
benefits of its use.
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Paradoxes of Knowledge
Using knowledge does not consume it but it does get
obsolete.
Transferring knowledge does not lose it but market
mechanisms allow ownership.
Knowledge is abundant, but the ability to use it is
scarce.
Producing knowledge resists organization.
Much of it walks out the door at the end of the day.
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• Concepts, methodologies
• Facts, beliefs, truths & laws
• Know what, Know how, Know why
• Judgments & expectations, insights
• Relationships, leverage points
• Intuition & feelings
• Meaning and sense making
Forms of Knowledge
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Data are facts, numbers or individual entities without
context or purpose.
Information is data that has been organized into a
meaningful context (to aid decision making).
Data and Information
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KM versus Data Management
Data / information management
Processing large volumes of facts with little human
interaction
Puts data into organized frameworks
Knowledge Management
Requires human interaction – material must be
organized to facilitate human access to it.
KM provides links between organized frameworks.
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Knowledge Workers
Dominant group of workers in the 21st century.
Specialists with job-specific skills.
Have significant formal education or formal training.
Are self-directed learners
Require multiple, continuous learning opportunities to
maintain their specialized knowledge
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• Knowledge repositories
• Neural systems
• Data-mining tools
• Contact software
• Intranets
• Extranets
• Water Cooler Technology
Knowledge Technology
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Knowledge Repositories
Tool used to store information
Also known as data warehouses
Examples:
Discussion databases
Best practices repository
Lessons Learned
Learning Histories
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Knowledge Repositories
Like a data base but for knowledge
Often mechanistic, technical approach
Requires tools or interfaces to
Enter knowledge into repository
Store, index, sort the knowledge
Retrieve relevant knowledge when query
Simplest would be keyword searches
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Common Ideas
Corporate “intranet” as knowledge repository
(Intranet is internal network build using Internet technologies such as web,
search engines)
Internal users (as with Notes systems next time)
External users (Knowledge@Wharton/HBS Working
Knowledge)
Create a “corporate portal” interface
Bring together resources, news of all times
May be dynamic, personalizable
Could converge with EIS/”Digital Dashboard” idea
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Neural Systems
Performance support tools for workers who need
information immediately
Example: Case based reasoning
Characteristics of a problem are entered into a system,
classified based on a huge statistical database of cases,
offers up potential solution. This case and it’s resolution
is then added to the database.
Help Desks
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Data Mining
Attempt by the system to translate huge amounts of data
into knowledge
Analyzes patterns
some examples…..
Credit Card Companies red-flagging purchases out of
the “norm”
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Contact Software
Facilitates interaction among individuals to encourage
sharing
Email
Intranet chat rooms
Groupware
Whiteboards
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Intranets
Usually the first stage of KM implementation for most
companies
HR forms, online resources, work product status…
Plan it with the user in mind: access, flexibility and
navigation
Putting your cafeteria menu on the intranet does not count
as KM
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Extranets
Centralized electronic repository of information
Accessed by clients
Advertising, newsletters, client specific information, status
of orders….
Interactive tools for collaboration
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Water Cooler Technology
A majority of knowledge sharing takes place during
informal conversation around the water cooler
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What does it take?
20% Right Technology
80% Cultural change
Behavior of the leaders
What type of learning is valued
Informal structure of the company
How are mistakes handled
What is rewarded and what is punished
How is information shared
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KM vs Information Management
One expert calls idea that “knowledge management is
about managing knowledge, while information management
is about managing information” a “myth”
She says knowledge and information are the same “stuff”
but that “[IM] focuses on finding the stuff and moving it
around, while the [KM] is also concerned about how people
create and use the stuff.
Also “knowledge management deals with a far broader
range of approaches to communicating and using both
knowledge and information.
Source: Ruth Williams (PWC consultant) on CIO.com, 18 October 1999
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KM and Artificial Intelligence
Within computer field, knowledge first talked about in
Artificial Intelligence (AI)
Trying to build systems to reason about the world, hold
beliefs
Requires integrated knowledge base to work against
Deep understanding of context (“frames”, “scripts”)
needed to understand actions or dialog
So “knowledge representation” is an important (and
unsolved) challenge
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Expert Systems
Idea is to capture knowledge of wisdom as a set of rules
Feed into standard “expert system shell”
Produced automated expert-in-a-box
Very hyped during 1980s
Huge applications expected in medial diagnosis, etc.
Reality disappoints
Rules need constant changing
Expertise is “tacit” and hard to extract from human and
formalize
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Problems with Implementation
In too many instances, knowledge management initiatives
start in the information technology department ultimately
focusing on the IT infrastructure, and what the IT people
deem important. As a result many of these efforts focus on
information rather than knowledge.
It is difficult to evaluate learning or to place a value on
intangibles such as knowledge, especially tacit knowledge.
Some types of knowledge take years to digest so that the
benefits of learning may not appear until some time in the
future.
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Organizational Knowledge
Both explicit and tacit
Explicit knowledge can be formalized and codified,
embodied in standard process, documented and taught
Tacit knowledge is unconscious and cannot easily be
transmitted by formal description-requires interaction
and modeling to be transmitted
Both individual and collective
Embodied in individual expertise
Embodied in communities of practice
Embodied in collectives ofexpertisesthat work
collaboratively
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Explicit and Tacit Knowledge
Explicit knowledge – what is recorded; easily identified,
articulated, shared and employed
Tacit knowledge – personal; wisdom and experience;
context-specific; more difficult to extract and codify
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Tacit Knowledge
Idea associated with Michael Polanyi
Hungarian scientist turned philosopher
Several influential ideas about knowledge
See knowledge is social, public, often personal. Bound
up with contexts, experience
Says that important knowledge is often tacit rather than
explicit
Bound up with processes, actions, situations
Not articulated in conscious, verbal form
Can do something, but can’t explain how
Challenge: how to capture this?
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Sharing Tacit Knowledge
One line of thinking:
Tacit knowledge is transmitted in hall way chats,
experience working on projects, etc.
So, can be captured by channeling discussions into
“collaborate workplace” online
Instead of verbal or email
Make on-line community groups
Threaded discussions
Searchable archives
Places to post documents and hints
Lessons from successes and failures
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Intellectual Assets
Social capital – relationships with customers, employees,
business partners and external experts
Structural capital – patents; brand names; systems and
processes; management philosophy
Human capital – education; experience; skills; attitudes
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Intellectual Capital
From accounting viewpoint, how to represent value of
intangible items
Big buzzword in late 1990s
Partly motivated by justifying absurd stock market premiums during boom
From 1998 paper “If the market does not fall substantially… in 1999-2000 I
believe we have a serious indication that something has in face happened in
the US economy…”
Quantifying invisible knowledge assets makes prices look more reasonable
Equivalent to “human resource”, “information resources”,
etc.
Knowledge and expertise of how to do things
Bound up with people and culture, not physical assets
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Further Attributes of Knowledge
Know-how
Know-why
Know-what
Know-who
Know-where
Know-when
(Collison and Parcell, 2001)
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Organizational vs Individual Knowledge
Two issues:
Corporate knowledge owned by individuals
Knowledge resides in silos
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Components of KM Programs
People – communities and networks
Processes – knowledge-enabled
Technology – collaboration, knowledge leverage tools
Content – best practices, internal and external intelligence
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Activities of Managing Knowledge
Create
Discover
Capture
Distil
Validate
Share
Adapt
Adopt
Transfer
Apply
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Knowledge Management Approaches
Self-service – intranet portals; yellow pages;
people finder
Networks and Community of Practice –
knowledge sharing; learning communities
Facilitated transfer – internal consultants;
dedicated facilitators; known experts
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Sustainable Knowledge Management
Unconscious incompetence
Conscious incompetence
Conscious competence
Unconscious competence
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LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING
People Processes Technology
Infrastructure Management and Maintenance
Business
Strategy
Implementation /
Operational Plans
• Business Process /
Best Practices
• Capabilities
• Environmental
Influences
• Value Added
Baldanza, 1999
Input
Process
Output
Efficiency Effectiveness
KM Starts with
the Business
Strategy
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Organizational Culture 80%
Lack of Ownership 64%
Info/Comms Technology 55%
Non-Standardized Processes 53%
Organizational Structure 54%
Top Management Commitment 46%
Rewards / Recognition 46%
Individual vice Team Emphasis 45%
Staff Turnover 30%
Barriers to Knowledge Management Success
Ernst & Young KM International Survey, 1996 (431 senior executive responses)
Results From International Survey:
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Approaches to Knowledge Management
Store, share, organize knowledge
Knowledge Repository
Like DBMS for “higher level” knowledge
Manufacture knowledge from mining operational data
Create/apply knowledge through online infrastructure for
teamwork
Team Collaboration tools
Specialist Community Building
Related tasks in different areas of organization
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Getting Started
Identify what your most valuable knowledge is
Identify where that knowledge is
Create a knowledge map (skills, expertise, experience)
Build an intranet, use groupware
Buy more water coolers
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Approach
Concept Definition Opportunity/Threat
Modelling
Value
Assessment
Framework
• What is this ?
• How do we prioritise the
opportunities
• How do we deal with
potential dis-continuities
(threats)
• How do we assess
the value
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The Knowledge Value Chain
We must recognise that there is a value chain for
“Knowledge” in just the same way that Michael Porter
(1985) proposed that business functions be organised in
terms of the value added to customers.
Creation
Preservation
Integration Transmission Application
Within the value chain, business processes and KM processes
interweave and at the touch points, create the “Points of
Confluence” that require integration of KM practices
It can be argued that part of the societal role of a university
is to nurture and protect this value chain
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Mapping to the Points of Confluence
Which KM processes are active at the points of confluence
in the Knowledge Value Chain and what are we looking for ?
Preservation
Integration Transmission Application Creation
Catalogue & Store Publish
Discovery
Locate &
Retrieve
• 24x7 Secure Storage
• Data Warehouses
• Document Management
• Digital Archiving
• Netcasting
• Portals
• Low barriers to access
• Information Request Brokers
• Search Engines
• Content extraction
• Intelligent Agents
• Query Tools
• Collaboration Space
• Neural Networks
• Visualisation
• Case-based Reasoning
• Rule-based Systems
• Meta-data standards
• Semantic models
Business
Processes
Business
Processes
Business
Processes
Business
Processes
Business
Processes
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Conceptual Architecture
Knowledge Portal
Discovery Services Collaboration Services
Knowledge map
Knowledge Repository
E-mail, file servers, Internet / intranet services
WP
Interface
Knowledge
Management services
Taxonomy
Information and
process management
Infrastructure
Information and
Knowledge Sources
Email
World Wide
Web People
Corporate
Databases
Collaboration Services
Discovery services
Knowledge Map
Knowledge Repository
supports knowledge sharing
helps users to retrieve and analyse the information in the corporate memory
provides a corporate schema for knowledge classifications
provides the information management functions for captured knowledge
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Commercial Organizations and KM
1. Improvement in operating efficiency of business
processes which benefit from having access to superior
information at the point of need e.g customer-facing
and marketing processes, product development etc
2. A knowledge-empowered organization
3. A way of addressing concerns over the loss of corporate
memory arising from the increasing mobility of labor
“If we only knew half of what we know, we would be twice as profitable”
- Carla Fiorini, CEO Hewlett Packard Corp
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Find Information More Quickly
Make Better Decisions Faster
Gain Insight
Reuse Work and Ideas
Create
Ease Access to People
Increase Span of Experts
Learning Organization
Increase Collaboration
Increase Synergy
Learning Organization With an Attitude
Work Enrichment
Increase Operational Effectiveness
Shrink Delivery Times
Increase Rate of Innovation
Increase Competitive Positioning
Shrink Response Time
Support
Strategic
Direction
Job
Effectiveness
Enterprise
Effectiveness
Non-Traditional Benefits
Knowledge Share/Leverage
Traditional Benefits
Knowledge Sharing +
Value Maxim
isation
Return on Investing in KM
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Preserving “Invisible Equity”
1.99
8.95
1.98
3.58
5.38
3.12
Assets Finance
Current
Assets
Non-
Current
Assets
Current
Liabilities
Non Current
Liabilities
Visible
Shareholder
Equity
Invisible
Equity
10.93
• The “Invisible Balance Sheet”
• Management Value-Add
Market Value $14.05 Billion
This illustration was developed using data taken from the CWO Balance Sheet of 31
March 2001
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Universities and KM
1. Improving the velocity of information
2. Increasing the impact of research (freedom of access)
3. Long-term curatorship
Similar drivers towards business performance, but the real
value lies in enhanced research outcomes.
The collaborative efforts of universities towards Knowledge
Management are likely to provide an ‘accelerator’ effect for
research in each participating institution.
This, dis-intermediation of the current publishing business model,
is something that will need to be carefully considered.
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Universities and KM
Relevance to the core mission:
Protection of the Knowledge Value Chain can be directly
related to the core mission of universities and the role
they play in society.
Loosening of the traditional bonds between faculty,
students and institution brought about by the impact of
Information Technology, may require even greater
emphasis on the management of knowledge
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Key Elements to Engineering a KM System
Theory: A formulation of apparent relationships or
underlying principles of certain observed phenomena
which has been verified to some degree.
Webster’s New World Dictionary
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SYSTEMS
THINKING
SYSTEMS
ANALYSIS
SYSTEMS
MANAGEMENT
SYSTEMS
ENGINEERING /
BPR
INFORMATION
SYSTEMS
ENGINEERING
AND
MANAGEMENT
KNOWLEDGE
MANAGEMENT
ENGINEERING
THE ENTERPRISE
INTEGRATIVE MANAGEMENT / ENGINEERING
KNOWLEDGE MANAGEMENT INFRASTRUCTURE
SYSTEMS APPROACH
INPUT PROCESS OUTPUT
Knowledge Management Engineering Overview
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INPUTS PROCESS OUTPUTS
FEEDBACK
Stankosky 2001
FEEDBACK
Knowledge Engineering, Integration, and Management
Enhanced
organizational
performance
Efficiency
Effectiveness
Innovation
Enhanced
organizational
performance
Efficiency
Effectiveness
Innovation
Integrative Management
Management Plans Systems Approach Teams
Methods and Standards Information Systems Enterprise
Assess Design Plan Implement
Integrative Management
Management Plans Systems Approach Teams
Methods and Standards Information Systems Enterprise
Assess Design Plan Implement
Assess Design Plan Implement
Assure Generation
Codification Transfer Use
Codification Personalization
KM Technologies
• Collaborative
• Distributive
• Codified
Organization
Formal Informal
Functions
Processes
Intellectual Assets
(Operational)
Assure Generation
Codification Transfer Use
Codification Personalization
Codification Personalization
KM Technologies
• Collaborative
• Distributive
• Codified
Organization
Formal Informal
KM Technologies
• Collaborative
• Distributive
• Codified
KM Technologies
• Collaborative
• Distributive
• Codified
Organization
Formal Informal
Organization
Organization
Formal Informal
Formal
Formal Informal
Informal
Functions
Processes
Functions
Processes
Intellectual Assets
(Operational)
Intellectual Assets
(Operational)
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Embodies a theory for knowledge management, with
validated key elements as design inputs
Enterprise-wide approach in the design of a knowledge
management system
Systems’ perspective throughout the various phases of
system design
Integrates both integrative management and systems
engineering disciplines into a single construct to ensure
successful design, implementation, and management of a
knowledge management system.
Knowledge Engineering Summary
If taking a true systems approach, a knowledge management system will
enhance efficiency, effectiveness, and innovation through leveraging its
enterprise’s intellectual assets.
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So What’s Next?
Identification of high-value business processes – student-
facing, marketing, library, teaching and research
Systematic, and detailed analysis of the “Points of
Confluence”
Benefits modelling
Formalization of architectures within which key work
practices technology decisions and standards will be made
Prototypical approach to deployment, given some
technology life-cycles
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Challenges
Finding suitable tools, formats, search methods to extract
relevant material
Integrating with business processes/work systems
In particular getting people to
Spend time putting their knowledge in repository
Persuading people that it’s worth searching
How to create culture of knowledge sharing?
Particularly hard to do for general purpose, organization
wide system isolated from daily work
- 76. 76
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The Tough Questions
How will managers know when their companies have
become learning organizations?
What corporate changes in behavior will be required?
What policies and programs must be in place?
- 77. 77
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More Challenges
Not only of how to develop new knowledge, BUT
how to locate and acquire others’ knowledge
how to diffuse knowledge in your organisation
how to recognize knowledge interconnections
how to embody knowledge in products
how to get access to the learning experiences of customers
- 78. 78
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Creating Knowledge Maps
What knowledge is critical to your company’s operating
performance?
What knowledge differentiates it from competitors?
How and where is that knowledge created or attained?
Where is it applied?
Is there value in sharing it? (can it be leveraged?)
How does it travel from one part of the organization to
another? (how is it leveraged?)
- 79. 79
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Critical Success Factors
Support of top management
Alignment of culture and reward system
Sufficient technology and tools to facilitate knowledge
sharing
Enough time and resources to learn
Involvement of everyone
Reward knowledge sharing instead of knowledge hoarding
- 80. 80
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Learning Organizations
Some Definitions
Learning organizations are organizations where people
continually expand their capacity to create the results they
truly desire, where new and expansive patterns of thinking
are nurtured, where collective aspirations are set free, and
where people are learning how to learn together. (Senge )
..organizations skilled at creating, acquiring, and
transferring knowledge, and at modifying behavior to
reflect new knowledge and insights. (Garvin)
Organizational learning means the process of improving
actions through better knowledge and understanding. (Fiol
& Lyles)
An entity learns if, through its processing of information,
the range of its potential behavior is changed. (Huber)
- 81. 81
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Learning Organizations
Popular idea in recent (80s onward) management literature
One originator is Chris Argyris
In systems terms, organization/individual
Responds to environment (feedback) – focus of IT
efforts
But also, updates rules & mental models used (“double
loop”) in face of experience
Peter Senge (MIT) writes “The Fifth Disipline” in 1990
Says successful organizations can learn on team and
group basis, in creative and visionary ways
Manager as teacher and designer
- 82. 82
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Problems with Learning
How can a whole organization learn?
Knowledge and insight is locked up in minds of
individuals or small teams…
(Senge doesn’t necessarily see this as a technological
problem, but others do)
Learning is often seen as acquisition and assimilation of
knowledge
So people look to technology to help share knowledge
and “learnings” beyond individuals
- 83. 83
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Organizational Phases of Learning
Training
Instructor led training
Learning
Self-directed learning, self-paced learning
Double loop learning
Performance Support
learning becomes a byproduct of performance
Knowledge Management
focus on the use of knowledge for profit and performance
- 84. 84
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Characteristics
Shared Vision: Where there is no vision the people perish
Proverbs 29:18
Surfacing and Testing Mental Models: Essential to effective
communication
Systems thinking: The essential properties of any system
are the properties of the whole that none of the parts
posses
Team Learning: Two heads are really than one… sometimes
that is
Personal Mastery: The difference between a master and
grand master is passion… caring and curiosity
- 85. 85
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Shared Vision
The practice of shared vision involves the skills of
unearthing shared pictures of the future that foster genuine
commitment and enrollment rather than compliance.
The single thread that runs through all success stories is
the involvement of large numbers of individuals in
identifying the vision. How the words get written are just as
important as what get written..
All must understand, share in and contribute to the
organization s vision, or that vision will not become a
reality.
It is not truly a vision until it connects with the personal
vision of the people throughout the organization--a by
product of interactions of personal visions.
- 86. 86
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Shared Vision
Information & Communication
In their theory of Autopoiesis, Maturana and Varela contend
that communication is not the transmission of information,
but the coordination of behavior among entities that are
structurally coupled.
Information is not objective: Think of the color red, or of a
textbook given to two different people.
- 87. 87
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Surfacing and Testing Mental Models
Mental models are deeply ingrained assumptions,
generalizations or even pictures or images that influence
how we understand the world and how we take action
Mental models are active, they shape how we act Senge,
1990
Mental models are mechanisms whereby humans are able
to generate descriptions of system purpose and form,
explanations of system functioning, and observed system
state, and predictions of future system states. Rouse &
Morris, 1986
A collection of knowledge about a physical device, system
or process. Schumacher & Czerwinsky, 1992
- 88. 88
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Surfacing and Testing Mental Models
Representation & Cognition
What we see is a function of where we stand, our
constitution, our experience. Cats and birds see trees
differently from the way humans do because they perceive
light in different frequency ranges. The shapes and textures
they bring forth will be different than ours.
Maturana and Varela contend that the world is not pre-
given cognition is not representation. Cognition represents
perception, experience, and emotion.
Heizenburg noted that what we observe is not nature, but
nature exposed to our method of questioning.
- 89. 89
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Systems Thinking
The word systems come from the Greek, Synhistanai,
meaning to put together in a context. A system is an
integrated whole whose essential properties arise from the
relationship between its parts, and systems thinking is the
understanding of a phenomena within the context of a
larger whole. The properties arise from the interactions
among the parts, and are destroyed when the system is
dissected, either physically or theoretically.
Systems thinking is not the same as systems analysis.
Think of an automobile.
Systems can be understood by rich pictures made by
employing positive and negative feedback loops. Circular
not linear
- 90. 90
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Team Learning and Personal Mastery
The Key: Critical Thinking
Critical thinking and reasoning are essential to
communication and collaboration. Unfortunately, most
people are not trained in these skills or do not practice
them for what ever reason.
There are numerous approaches that can be employed to
teach or organize critical thinking the case method,
research methods, the scientific method, blooms taxonomy,
semantic structuring, etc.
For team learning, it is essential that people are able to ask
questions in such a way that they understand the context
to which the discussion pertains. Individual must
- 91. 91
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• Demands self-directed learning from their employees
• Promotes mentoring, coaching, facilitating, role-modeling
• Widens the concept of performance support to focus on
outputs, not inputs
More Characteristics