Sesi 11 km team

CHAPTER 10
Kimiz Dalkir
2005
KM TEAM
Partono Arif 2014

OBJECTIVES
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1. List the key KM skills required
2. Describe different role & responsibilities of KM Team
3. Describe the development of CIO – CKO – CLO
4. Understand the ethical issue in KM situation and their
principles
09 Desember 2014 KM Teaching Group - Universitas TELKOM 2

INTRODUCTION
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 Organization needs to define
different types of KM professionals
the types of skills, attributes, and background they should
possess.
 They need to have and/or develop a list of cognitive,
affective, psychomotor skills, and required competency
levels for each skill.

INTRODUCTION
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 These key skills for KM personnel:
An understanding of the KM concept—the philosophy and theory,
Awareness of the experience of other organizations in developing
KM solutions and approaches
Understanding of, and the ability to identify, the business value of
KM activities to the organization
Appreciation of the range of activities, initiatives, and labels
employed to create an environment in which knowledge is
effectively created, shared, and used to increase competitive
advantage and customer satisfaction

INTRODUCTION
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 KM Person should possess these skills :
Time management (using time & energy to acquiring knowledge)
Knowledge (mastering how to find information quickly & precisely)
Various learning techniques to absorb key knowledge and learning
quickly
Effective skills of advocacy and inquiry to present knowledge to,
and gather knowledge from, others
Informal networking skills (build influence to gain access to people
with knowledge)
Resource investigation skills
Effective IT skills (recording and disseminating information)

INTRODUCTION
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Cooperative problem solving.
Open dialogue skills, interpersonal
Flexible & willing to try new things and take educated risks.
Learning from mistakes, risks taking, opportunities, & successes.

INTRODUCTION
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 The KM team’s skill requirements can be built up from the
set of critical skills or core competencies, such as
Ability to learn,
Autonomous,
Wait to be told,
Collaborative team player,
Sees the big picture,
Makes connections,
Learns from mistakes,
Ability to think and do, with a focus on outcome,
Appreciation of information management techniques.

INTRODUCTION
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 A KM dream team would possess the skills of
Communication,
Leadership,
Expertise in KM methodology/processes/tools,
Negotiation and strategic planning,
Know the organization,
Remain connected to the top,
Adopt a systems view,
Intuitive risk taker

INTRODUCTION
Partono Arif 2014
 KM skills by Goade (read p 286);
Retrieving information.
Evaluating/assessing information.
Organizing information.
Analyzing information.
Presenting information.
Securing information.
Collaborating around information

OBJECTIVES
Partono Arif 2014
4. IUnderstand the ethical issue in KM situation and their
principles

MAJOR CATEGORY of KM ROLES
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 Senior and middle management roles
Chief Knowledge Officer, Knowledge Manager.
 Knowledge leaders, (KM champions)
Responsible for promoting KM within the organization.
 Knowledge managers,
Responsible for the acquisition and management of internal and
external knowledge.
 Knowledge navigators,
Responsible for knowing where knowledge can be located, also
called knowledge brokers.

Partono Arif 2014
 Knowledge synthesizers (knowledge stewards),
Facilitating the recording of significant knowledge to organizational
memory.
 Content editors/managers,
Codifying & structuring content, roles involving capturing &
documenting knowledge-researchers, writers, editors.
 Web developers, electronic publishers, intranet managers,
 Learning-oriented roles (trainers, facilitators, mentors, &
coaches, developing information & knowledge skills)

Partono Arif 2014
 Human resources roles (developing programs & processes
that encourage knowledge-oriented cultures & behaviors)
 Knowledge publishers, internal publishing functions thru
intranet. Known as Webmasters, knowledge architects, and
knowledge editors.
 Coaches & mentors, assisting individuals throughout the
business unit or practice to develop and learn KM activities
& disciplines.
 Help desk activities, including the delivery of KM &
information related to training, also called KSO (Knowledge
Support Office

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 KM professionals require a multidisciplinary skill consists of
such competencies as ;
Finding, appraising and using knowledge,
Reformulating questions,
Navigating through content,
Evaluating the relevance of content,
Filtering out what is not needed,
Synthesizing from diverse sources in order to apply the knowledge
(e.g., to make a decision)
Contribute to the recording of such valuable experiences to
organizational memory systems.

OBJECTIVES
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principles

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 What KM executive must do ;
Decide how information evaluated, created, processed,
inventoried, retrieved, and archived
Identify critical knowledge needed within a company and any
knowledge gaps that need to be addressed
Build good relationship

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 The responsibilities of KM executive is to convert the KM
strategy into specific KM initiatives that help achieve
organizational business goals
 Four categories of KM initiative ;
Promoting the importance of knowledge sharing.
Creating a technical infrastructure to facilitate sharing.
Promoting a cultural climate that rewards knowledge-sharing
behaviors.
Measuring the value of knowledge and KM practices to the
organization.

SENIOR MANAGEMENT ROLES
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 Chief Information Officer
Someone who is responsible for the IT strategy, IT operations,
and managing the IT function
 CKO
 Senior executive who is responsible for ensuring that an
organization maximizes the value it achieves through one of its
most important assets—knowledge.
 CLO
Someone who is in charge of learning management in
organization, with degrees in education/instructional design & ,
business. Align the development of people with the corporate
strategy/business goals of the organization.

SENIOR MANAGEMENT ROLES
Partono Arif 2014
 CKO / CLO heads the KM team.
 Their responsibility are ;
Formulating knowledge management strategy.
Handling knowledge management operations.
Influencing change in the organization.
Managing knowledge management staff.

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 Chief Knowledge Officer
Contribute for ;
• Maximize Returns on KM investment (people, processes, and
intellectual capital).
• Exploit intangible assets (know-how, patents, customer
relationships).
• Repeat successes & share best practices.
• Improve innovation & the commercialization of ideas.
• Avoid knowledge loss & leakage

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Regarding the concept of the as an expertise/advantages,
employees may be reluctant to share their knowledge and skill.
CKO must function as ;
• Promotor of culture that encouraged knowledge sharing
• Agent of change
• Creat environment that make easier to build communication network
• Create environment to ease the building of the communication
network
• Works with formal & informal communication network
• Support communities of practise
• Design ways for worker to present & receive knowledge
• Responsible for developing & maintaining information infrastructure

Partono Arif 2014
Chief Learning Officer
Created to leverage knowledge into tangible business benefit
Design to leverage learning thru organization culture,
Define what type of knowledge to emphasize and technology to
use
Committed to the strategic integration of organizational &
individual learning
Change mindset from training to continuous learning
Using wide variety of delivery method
Focus on organizational learning and the transformation to
learning organization

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Chief Learning Officer
Strong backgrounds in learning strategies and a strong orientation
toward setting and reaching business goals
CLOs are committed to the strategic integration of organizational
and individual learning at all levels and across all functional silos
Work with the “know-how” of knowledge.
Integrate thinking and acting,
Create an environment that fosters knowledge sharing informally.

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Chief Learning Officer Initiatives ;
Cultural transformation
• Assisting the development & communication of a new vision &
strategy for the organization
• Tending to the cultural transformation to support the new
corporate direction
Culture maintenance
• Support marketplace strategy & address deficiency in skills
Contemporary initiatives
• In-depth knowledge of the industry& familiar with all function in
the organization

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 Summarize of the KM roles in the organization
Designing information systems (designing, evaluating, or choosing
information content, database structures, indexing & knowledge
representation, interfaces, networking, and technology).
Managing information systems (maintaining the integrity, quality,
currency of the data, updating, modifying, improving the system,
and operating the system).
Managing organizational information resources to support
organizational missions and for craeting competitive advantage.

Partono Arif 2014
Training (coaching, mentoring, community of practice start-up and
lifecycle training support, and feeding back lessons learned, best
practicesinto training content).
Serving as information agencies (consultants to advise, train,
information sources, information use; gathering, evaluating,
analyzing, synthesizing, and summarizing information for clients).
Providing competitive intelligence.
Maintaining customer relations for information systems/technology
(acting as intermediaries between clients and information system
designers, translating client needs into functional specifications
and sales).

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Designing and producing information services and products
publications, databases, information systems, multimedia
products, and stories from storytelling workshops).
Serving as knowledge journalists.
Organizational information and KM policy analysts (designing
corporate, organizational information and KM policies access,
quality control, maintaining proprietary information and KM, and
mapping corporate intellectual assets).
Functioning as government KM policy analysts (formulating
government policies at all levels regarding KM).

Kelok 9, Padang
Sumatera Barat, 2013
Partono Arif 2014

OBJECTIVES
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principles

ETHICS of KM
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 Ethics establishes a framework for making decisions based
on values and for determining what is right and wrong
 Ethical code for a profession is a system of standards to
which those in the field agree to conform
 Professionals in formal leadership roles have a responsibility
to model the highest possible standards for those whom they
manage

ETHICS of KM
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 Managing ethics involve process ;
Prevention, using codes of conduct and standard operating
practices and providing landmarks, fences, and DMZs
Detection, using automated systems to enforce and monitor
ethical compliance and to verify appropriate use of company
assets.
Reporting, employees able to report unethical behaviors
(“whistleblowers”) without suffering any retaliation.
Investigation, requires outside assistance in order to be thorough,
fair, and neutral

Sesi 11 km team

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