5. 5 of 11
You can make sharing part of the way you work
by doing things that are just a little
different from what you
currently do.
6. 6 of 11
Review your email and files for information you frequently refer
to, or that you often send to people. Organize your “virtual filing
cabinet” so that you can quickly find that information when you
need it. This will save your time, allow you to be more
responsive, and make people happier.
7. 7 of 11
2. Help
When you’re talking to people, listen for opportunities to help
them by sending them the information you’ve organized.
Answer questions and promise to follow up with additional
information. Now you’re getting even more return on the time
you invested.
8. 8 of 11
3. Reach out
You can find even more opportunities to help by reviewing what
you’ve organized and thinking of people who could benefit
from that information. Reach out to them so that you can
help them save time, make things happen, and build stronger
relationships.
9. 9 of 11
4. Prepare
Now you’ve saved even more time.
Use some of that time to prepare by
writing down notes that might be
useful someday.
Don’t wait until you finish a
project. Write your notes while
you’re working. It will help you
clarify your thinking, record your
decisions, and be more productive.
10. 10 of 11
5. Publish
Put your notes in an
access-controlled
database if you need to,
or publish your notes
as widely as you can.
The more people can
help themselves, the
more efficiently you can
work, and the bigger
difference you can make.
Here’s where the magic happens.
You have notes. You know they’re useful.
Now make it easy for other people to find them.
11. 11 of 11
6. Improve
Review your processes. Improve your organizational system.
Smoothen the way you work. Compounded over time, little
changes can be powerful.
12. Effective Communication
Good language, communication skills and a good
understanding of cross-culture
Flexible Structure And Design
Flat structure, Horizontal Communities, Cross
Functional Teams …etc
Trust Culture
The relationship between individuals and groups
are open and honest and supported through
performance related incentives and rewards
Process And Strategies
Clear process - Learning strategies
Information Technology
Solid IT Infrastructure
Life inside Google
13. 1- Conceptual / mindset related issues
We need to create a culture of sharing - Often
knowledge is seen as power and in a competitive environment
there could be a tendency to hoard knowledge
We should move from " hoarding of knowledge to gain
power" to "sharing of knowledge to gain power.“
2- Operational issues
Time - KM should not be seen as a separate initiative, but
should be integrated into current workflow as a more effective
way to achieve business results.
3- Cultural issues
such as language and material culture, which have been also
identified as important factors
14.
15.
16.
17. In this competitive knowledge economy, our most
valuable asset is the knowledge asset. [e.g.
Microsoft]
Expected outcomes of an organization with KM:
Improve performance, productivity and competitiveness
Improve decision making
Reduce research costs and delays
More innovative organization
18. HR has a pivotal role to play in the KM movement.
Key HR processes -- Corporate Education, Performance
Management and nurturing culture, have a very significant role in
the development of the knowledge-based enterprise.
Talent management, which is the domain of HR and knowledge
management are closely interrelated.
Cross Functional Team
19. Job rotations: Well-planned job (role) rotations across
geographical locations and businesses in a firm help not only
boost people development, but also provide an important vehicle
for transfer of knowledge and best practices.
Networked organization:
HR should play a key role in developing such a networked
organization, through facilitation of knowledge communities
teams.
20. Training: Learning and knowledge are
inter-linked
E- Learning is made available
through company web sites
(Intranets), and even through CD-ROMs.
It allows the learner to enroll into
courses or programs of their choice.
Culture change: KM requires HR to create a culture of sharing
supported by incentive system.
Knowledge sharing will be encouraged if hoarding knowledge is seen as violating
the company’s values and if those who transfer know-how to other units are
presented as heroes.
22. Knowledge management systems are
meant to organize and share knowledge
within a firm, but more often than not, their
scope has become too large to manage,
and keeping the KM systems up-to-date
and useful has been an enormous
challenge.
23. Ad hoc mgt of knowledge in the client driven PSF
Personalization the creative problem solving PSF
Codification in the Solution adaption PSF
29. )70%(Human Intellectual Capital
+
)20%(Relationship Intellectual Capital
+
)10%(Structural Intellectual Capital
NB. Not applicable to audit firms, due to regulatory factors, uniformity of product
and rigid methodology
30. PSFs withPSFs with strongstrong KM systemsKM systems
)50%(Human Intellectual Capital
+
)20-30%(Relationship Intellectual
Capital
+
)20-30%(Structural Intellectual Capital
32. • Leverage the firm's intellectual capital
• Find experts within the firm
• Share best practices internally and with clients
• Aggregate industry-specific research & doc.
• Keep client information secure
33. �Lack of trust
� Different cultures, vocabularies, and frames of reference
� Lack of time and meeting places; narrow idea of productive
work
� Status and award go to knowledge owners
� Lack of absorptive capacity in recipients
� Belief that knowledge is prerogative of particular groups,
not-invented-here syndrome
� Intolerance for mistakes or need for help
34. 34
To understand the distinctive characteristics of knowledge
intensive service firms
To identify the key resources (forms of capital) that knowledge
intensive firms draw on for their success
To identify the challenges for managing people and managing
knowledge faced by knowledge intensive firms
To explore the ways in which HR strategy, structure, delivery and
practices can be used to create valuable products and services
35. 35
Converting Human Capital into
Intellectual Capital
Employee
Knowledge
Skills
Experience
Conversion
Process
Intellectual CapitalHuman Capital
Role of HR practices in
this conversion process
Products
and
services
which have
market value
38. DEFINITION: KNOWLEDGE ACQUISITION is
the process of acquiring knowledge from a
human expert for an expert system, which
must be carefully organized into IF-THEN
rules or some other form of knowledge
representation
39. Combining knowledge from the outside or
international operation with that of local to achieve the
stated organisational objectives.
40. Observe the person solving real problems.
Through discussions, identify the kinds of
data, knowledge and procedures required to
solve different types of problems.
Build scenarios with the expert that can be
associated with different problem types.
Have the expert solve a series of problems
verbally and ask the rationale behind each step.
41. Develop rules based on the interviews and solve
the problems with them.
Have the expert review the rules and the general
problem solving procedure.
Compare the responses of outside experts to a
set of scenarios obtained from the project's expert
and the ES.
42. • Listening post: sending people out to work far
away to work and bringing them back to get information from
them
• Partnering and mergers:
Voluntary amalgamation of two firms on roughly equalterms into
one new legal entity. Mergers are effected byexchange of the pre-
merger stock (shares) for the stock of the new firm. Owners of
each pre-merger firm continue as owners, and the resources of
the merging entities are pooled for the benefit of the new entity
43. • Playing with virtual market:
Virtual Marketing Concepts specializes in
creative web site design and Internet marketing
by an integrated team of web consultants,
creative designers, programmers and marketing
professionals that know how to get online results
44.
45. This pyramid tells a very compelling story.
After a lecture we can only be expected to
retain 5% of what we hear. We can retain
10% of what we read, etc. Ultimately the
pyramid reminds us that the best way to
master a topic is to learn to teach it. The
more involved we get with the content the
more mastery we have over it.
46. Stimulate knowledge sharing among individuals
Avoid employee turnover
Making Tacit knowledge explicit
