The document discusses the roles and skills required of a knowledge management (KM) team. It lists various KM roles including knowledge managers, navigators, and synthesizers. The KM team should possess skills like time management, learning techniques, networking, and problem solving. Senior roles include the Chief Knowledge Officer who leads the KM strategy and the Chief Learning Officer who ensures learning is aligned with business goals. A wide range of technical, cultural, and interpersonal skills are needed for effective KM.
This document discusses knowledge application at the individual, group, and organizational levels. At the individual level, it explains how individual characteristics like personality and learning preferences impact knowledge sharing and application. It also describes Bloom's taxonomy of learning objectives and task analysis and modeling techniques. At the group and organizational levels, it discusses knowledge management systems and their role in communication, collaboration, and knowledge reuse. Finally, it outlines some strategic and practical implications of effectively applying knowledge within an organization.
The document summarizes knowledge management cycles from several models and frameworks. It discusses the Meyer and Zack knowledge management cycle which includes acquiring, refining, storing, distributing, and presenting knowledge. It also outlines Bukowitz and Williams' knowledge cycle with getting, assessing, using, learning, contributing, and divesting knowledge. McElroy's knowledge processing environment includes knowledge production and integration. Wiig's framework involves building, holding, pooling, and applying knowledge. The cycles aim to effectively identify, generate, acquire, diffuse, capture, and validate organizational knowledge.
This document discusses different knowledge management (KM) cycles proposed by various researchers. It begins by outlining the objectives of the chapter, which are to describe KM processes at the individual, group and organizational levels, compare major KM cycles proposed by Zack, McElroy, Wiig, Bukowits and Williams, and identify the key steps and challenges in each cycle phase. It then summarizes the key aspects of the KM cycles proposed by Zack, McElroy, Wiig, Bukowits and Williams, highlighting their strengths. Finally, it introduces an integrated KM cycle developed by Dalkir that combines the advantages of other models.
Basic Concept of Strategy & Strategic Management Djadja Sardjana
The document provides an overview of basic concepts in strategy and strategic management. It discusses key strategic questions around where a company is currently, where it wants to go, and how it will get there. The document defines strategy and explains that it consists of competitive moves and approaches used by managers. It also discusses the importance of strategy in providing direction and competitive advantage for a company. The document outlines different levels of strategy from corporate to business to functional strategies. It emphasizes that good strategy plus good execution is important for managerial and company success.
This document provides an introduction to knowledge management. It discusses that knowledge management is not just a technology issue and should involve cultural and process aspects. It also differentiates between data, information, and knowledge. Effective knowledge management requires leadership, trust, collaboration, and the right culture. Technology can help manage knowledge content and enable knowledge sharing, but should not be the primary focus. The needs and roles of both knowledge workers and end users must be considered.
This document discusses the foundations and solutions of knowledge management. It defines knowledge management solutions as specific approaches to discovering, capturing, sharing, and applying knowledge, which are supported by knowledge management processes and systems. Knowledge management foundations are broader organizational aspects that support knowledge management in the short and long term, including infrastructure, mechanisms, technologies, and processes. The document provides examples of knowledge management mechanisms, technologies, processes, and infrastructure components and how they interrelate and support knowledge management.
The document provides an overview of knowledge management (KM), including its definition, history, key concepts, and current state. It defines KM as the process through which organizations generate value from intellectual and knowledge-based assets. These assets include both explicit assets like reports and publications, as well as tacit assets rooted in human experience. The value of KM is that organizations can compete based on knowledge, which some see as the only sustainable competitive advantage. While KM has its roots in the 1980s, it draws from many disciplines today and aims to make knowledge sharing part of an organization's culture and processes. However, fully realizing KM's potential remains a challenge.
This document discusses knowledge application at the individual, group, and organizational levels. At the individual level, it explains how individual characteristics like personality and learning preferences impact knowledge sharing and application. It also describes Bloom's taxonomy of learning objectives and task analysis and modeling techniques. At the group and organizational levels, it discusses knowledge management systems and their role in communication, collaboration, and knowledge reuse. Finally, it outlines some strategic and practical implications of effectively applying knowledge within an organization.
The document summarizes knowledge management cycles from several models and frameworks. It discusses the Meyer and Zack knowledge management cycle which includes acquiring, refining, storing, distributing, and presenting knowledge. It also outlines Bukowitz and Williams' knowledge cycle with getting, assessing, using, learning, contributing, and divesting knowledge. McElroy's knowledge processing environment includes knowledge production and integration. Wiig's framework involves building, holding, pooling, and applying knowledge. The cycles aim to effectively identify, generate, acquire, diffuse, capture, and validate organizational knowledge.
This document discusses different knowledge management (KM) cycles proposed by various researchers. It begins by outlining the objectives of the chapter, which are to describe KM processes at the individual, group and organizational levels, compare major KM cycles proposed by Zack, McElroy, Wiig, Bukowits and Williams, and identify the key steps and challenges in each cycle phase. It then summarizes the key aspects of the KM cycles proposed by Zack, McElroy, Wiig, Bukowits and Williams, highlighting their strengths. Finally, it introduces an integrated KM cycle developed by Dalkir that combines the advantages of other models.
Basic Concept of Strategy & Strategic Management Djadja Sardjana
The document provides an overview of basic concepts in strategy and strategic management. It discusses key strategic questions around where a company is currently, where it wants to go, and how it will get there. The document defines strategy and explains that it consists of competitive moves and approaches used by managers. It also discusses the importance of strategy in providing direction and competitive advantage for a company. The document outlines different levels of strategy from corporate to business to functional strategies. It emphasizes that good strategy plus good execution is important for managerial and company success.
This document provides an introduction to knowledge management. It discusses that knowledge management is not just a technology issue and should involve cultural and process aspects. It also differentiates between data, information, and knowledge. Effective knowledge management requires leadership, trust, collaboration, and the right culture. Technology can help manage knowledge content and enable knowledge sharing, but should not be the primary focus. The needs and roles of both knowledge workers and end users must be considered.
This document discusses the foundations and solutions of knowledge management. It defines knowledge management solutions as specific approaches to discovering, capturing, sharing, and applying knowledge, which are supported by knowledge management processes and systems. Knowledge management foundations are broader organizational aspects that support knowledge management in the short and long term, including infrastructure, mechanisms, technologies, and processes. The document provides examples of knowledge management mechanisms, technologies, processes, and infrastructure components and how they interrelate and support knowledge management.
The document provides an overview of knowledge management (KM), including its definition, history, key concepts, and current state. It defines KM as the process through which organizations generate value from intellectual and knowledge-based assets. These assets include both explicit assets like reports and publications, as well as tacit assets rooted in human experience. The value of KM is that organizations can compete based on knowledge, which some see as the only sustainable competitive advantage. While KM has its roots in the 1980s, it draws from many disciplines today and aims to make knowledge sharing part of an organization's culture and processes. However, fully realizing KM's potential remains a challenge.
The document discusses the roles and attributes of knowledge leaders. It states that knowledge leaders are essential for establishing knowledge management (KM) in an organization. They provide vision, energy and enthusiasm to implement KM. Their roles vary by organization but they play an important part in building knowledge communities and communicating the complex framework of KM. Knowledge leadership draws from various disciplines like librarianship, information technology, human resources, and business management. The document also outlines the roles of knowledge leaders in developing organizational systems, culture, support, capabilities, and structure to support KM.
Knowledge management in theory and practicethewi025
The document provides an overview and summary of the key concepts from the book "Knowledge Management in Theory and Practice" by Kimiz Dalkir. It discusses several knowledge management cycles and models. It also examines topics like knowledge capture and codification, knowledge sharing through communities of practice, knowledge application at individual and group levels, the role of organizational culture, and tools and strategies for knowledge management. The future challenges of knowledge management are also addressed.
This document introduces a book about a new process for business strategy formulation. It describes how the author developed this process over many years after observing strategic failures at IBM and other companies. The process is presented as a systematic way to formulate strategies based on facts, structure, and customer values rather than past successes, complaints, or reactions. Motorola used this process and found it helped focus investments on opportunities most likely to succeed.
The document discusses organizational learning, including its definition as the development of new knowledge that can influence behavior. It covers levels of learning at the individual, group, and organizational levels. Key frameworks for organizational learning discussed include Kolb's learning cycle, single and double loop learning, the 4I framework involving intuiting, interpreting, integrating, and institutionalizing. The document also discusses concepts like absorptive capacity, unlearning, and how Toyota uses the "five whys" approach to problem solving.
The document discusses various knowledge management (KM) tools that can be used to support KM. It describes different categories of KM tools, including tools for content creation, capture and sharing knowledge, as well as collaboration tools like wikis. Specific tools mentioned include content management systems, data mining, blogs, groupware, email lists, and knowledge repositories. The goal of KM tools is to enhance and enable knowledge creation, generation, codification, and transfer within an organization.
Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.
Knowledge management is important for organizations today for three main reasons: globalization, leaner organizations with increased workloads, and corporate amnesia due to increased workforce mobility. Effective knowledge management involves capturing knowledge (tacit and explicit), sharing knowledge through communities of practice, and embedding knowledge management systems into organizational processes. Key technologies that support knowledge management include intranets, groupware, document management systems, and knowledge bases. Case studies of knowledge management in Indian companies like NTPC, PowerGrid, and IT industries demonstrate how capturing tacit knowledge, collaborating, disseminating best practices, and driving innovation can provide benefits at the individual, community, and organizational levels.
The document discusses key aspects of developing a knowledge management (KM) strategy, including identifying an organization's current state and desired business objectives to determine gaps, and using this analysis to create a KM roadmap. It emphasizes that a good KM strategy should clearly link proposed KM initiatives and priorities to the achievement of organizational goals. The strategy development process requires assessing the organization through information gathering and stakeholder interviews to understand these objectives and current KM practices.
The document summarizes techniques for capturing tacit knowledge from individuals and organizations. It discusses interviewing experts, observing their work, and having them explain their processes and decisions. Capturing tacit knowledge involves extracting procedural knowledge from experts to create explicit representations like expert systems. It also discusses acquiring knowledge through organizational experiences like mergers or observing other firms. The goal of knowledge capture is to codify the knowledge into tangible, shareable documents and systems to disseminate it more easily within an organization.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The McKinsey 7S framework provides a holistic approach to analyzing an organization across seven factors: shared values, skills, staff, strategy, structure, style, and systems. These factors must be balanced and aligned for an organization to operate effectively. The framework can be used to assess how a change initiative may impact each factor and ensure they remain in harmony. While it does not provide a step-by-step process, using the 7S model at the start and end of a change project can help gauge organizational health and identify opportunities for improvement. Its strength is the comprehensive view it provides, though it may be tedious to apply to large-scale changes.
Knowledge Management Lecture 1: definition, history and presenceStefan Urbanek
1. Knowledge management aims to leverage collective wisdom to increase organizational responsiveness and innovation through the continuous flow of knowledge to the right people at the right time.
2. It involves strategies, tools, and techniques for managing both explicit knowledge that is recorded as well as tacit knowledge that resides within people.
3. Knowledge management has its roots in the recognition that much of an organization's valuable knowledge walks out the door, and emerged as a field in the 1980s with the proliferation of information technology.
The document outlines the key elements of a successful change program: motivating change by creating readiness and overcoming resistance; creating a vision by describing core values and envisioned future; developing political support by assessing power and influencing stakeholders; managing the transition through activity planning, commitment planning, and change structures; and sustaining momentum by providing resources, building support, developing skills, reinforcing behaviors, and staying the course. These change management activities help organizations transition from their current to desired future state.
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
This document provides an introduction to knowledge management (KM) in theory and practice. It discusses KM from multiple perspectives, including:
1. As a business activity that treats knowledge as an explicit concern, reflected in strategy and practice.
2. As a collaborative approach to creating, capturing, organizing, accessing, and using an enterprise's intellectual assets.
3. As drawing upon diverse fields like organizational science, cognitive science, and information technologies to manage both explicit and tacit knowledge.
The document outlines the multidisciplinary nature of KM and identifies key attributes like generating, accessing, using, and measuring knowledge. It also discusses drivers of KM, intellectual capital, and challenges in content management,
The document discusses designing an enterprise knowledge management system to share knowledge across two business units. The system would be capable of creating, capturing, categorizing, managing, and sharing knowledge. It would include features like a portal, communities, collaboration tools, problem solving capabilities, customization options, and publishing and subscribing to knowledge. The goals are to more quickly spread key knowledge, reduce costs through increased reuse, and increase innovation through expert identification and expertise sharing.
This document discusses perspectives on planned organizational change. It introduces Lewin's three-stage change model of unfreezing, movement, and refreezing. The action research model and positive model of change are also described. A general model of planned change is presented involving diagnosing, planning and implementing change, and evaluating change. The document notes differences in planned change approaches and critiques the conceptualization and practice of planned change.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
The document discusses organizational change and innovation. It defines organizational change and identifies strategies for changing products and technologies. It explains the importance of creativity, idea incubators, champions, and teams for innovation. Change requires adapting people and culture. Organizational development involves unfreezing current practices, changing to new approaches, and refreezing the changes. Resistance to change comes from self-interest, lack of understanding, and uncertainty. Tactics like communication, education, and participation can overcome resistance.
The document discusses organizational maturity models and knowledge management (KM) maturity. It describes six maturity models: 1) Capability Maturity Model (CMM), 2) Skyrme Maturity Model, 3) Paulk Maturity Model, 4) Fujitsu Maturity Model, 5) Infosys Maturity Model, and 6) Knowledge Process Quality Model (KPQM). The models provide stages or levels to assess an organization's current KM capabilities and readiness for KM initiatives. Understanding an organization's maturity level is important for identifying potential barriers and opportunities for cultural changes needed to successfully implement KM.
A knowledge audit should be the first step of any knowledge management initiative. It assesses an organization's knowledge assets, who possesses them, and how knowledge is stored and shared. The audit identifies gaps between current and desired knowledge and provides a basis for a new KM program. It examines knowledge needs, existing assets and where they are kept, gaps, and flows within the organization.
The document discusses the roles and attributes of knowledge leaders. It states that knowledge leaders are essential for establishing knowledge management (KM) in an organization. They provide vision, energy and enthusiasm to implement KM. Their roles vary by organization but they play an important part in building knowledge communities and communicating the complex framework of KM. Knowledge leadership draws from various disciplines like librarianship, information technology, human resources, and business management. The document also outlines the roles of knowledge leaders in developing organizational systems, culture, support, capabilities, and structure to support KM.
Knowledge management in theory and practicethewi025
The document provides an overview and summary of the key concepts from the book "Knowledge Management in Theory and Practice" by Kimiz Dalkir. It discusses several knowledge management cycles and models. It also examines topics like knowledge capture and codification, knowledge sharing through communities of practice, knowledge application at individual and group levels, the role of organizational culture, and tools and strategies for knowledge management. The future challenges of knowledge management are also addressed.
This document introduces a book about a new process for business strategy formulation. It describes how the author developed this process over many years after observing strategic failures at IBM and other companies. The process is presented as a systematic way to formulate strategies based on facts, structure, and customer values rather than past successes, complaints, or reactions. Motorola used this process and found it helped focus investments on opportunities most likely to succeed.
The document discusses organizational learning, including its definition as the development of new knowledge that can influence behavior. It covers levels of learning at the individual, group, and organizational levels. Key frameworks for organizational learning discussed include Kolb's learning cycle, single and double loop learning, the 4I framework involving intuiting, interpreting, integrating, and institutionalizing. The document also discusses concepts like absorptive capacity, unlearning, and how Toyota uses the "five whys" approach to problem solving.
The document discusses various knowledge management (KM) tools that can be used to support KM. It describes different categories of KM tools, including tools for content creation, capture and sharing knowledge, as well as collaboration tools like wikis. Specific tools mentioned include content management systems, data mining, blogs, groupware, email lists, and knowledge repositories. The goal of KM tools is to enhance and enable knowledge creation, generation, codification, and transfer within an organization.
Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.
Knowledge management is important for organizations today for three main reasons: globalization, leaner organizations with increased workloads, and corporate amnesia due to increased workforce mobility. Effective knowledge management involves capturing knowledge (tacit and explicit), sharing knowledge through communities of practice, and embedding knowledge management systems into organizational processes. Key technologies that support knowledge management include intranets, groupware, document management systems, and knowledge bases. Case studies of knowledge management in Indian companies like NTPC, PowerGrid, and IT industries demonstrate how capturing tacit knowledge, collaborating, disseminating best practices, and driving innovation can provide benefits at the individual, community, and organizational levels.
The document discusses key aspects of developing a knowledge management (KM) strategy, including identifying an organization's current state and desired business objectives to determine gaps, and using this analysis to create a KM roadmap. It emphasizes that a good KM strategy should clearly link proposed KM initiatives and priorities to the achievement of organizational goals. The strategy development process requires assessing the organization through information gathering and stakeholder interviews to understand these objectives and current KM practices.
The document summarizes techniques for capturing tacit knowledge from individuals and organizations. It discusses interviewing experts, observing their work, and having them explain their processes and decisions. Capturing tacit knowledge involves extracting procedural knowledge from experts to create explicit representations like expert systems. It also discusses acquiring knowledge through organizational experiences like mergers or observing other firms. The goal of knowledge capture is to codify the knowledge into tangible, shareable documents and systems to disseminate it more easily within an organization.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The McKinsey 7S framework provides a holistic approach to analyzing an organization across seven factors: shared values, skills, staff, strategy, structure, style, and systems. These factors must be balanced and aligned for an organization to operate effectively. The framework can be used to assess how a change initiative may impact each factor and ensure they remain in harmony. While it does not provide a step-by-step process, using the 7S model at the start and end of a change project can help gauge organizational health and identify opportunities for improvement. Its strength is the comprehensive view it provides, though it may be tedious to apply to large-scale changes.
Knowledge Management Lecture 1: definition, history and presenceStefan Urbanek
1. Knowledge management aims to leverage collective wisdom to increase organizational responsiveness and innovation through the continuous flow of knowledge to the right people at the right time.
2. It involves strategies, tools, and techniques for managing both explicit knowledge that is recorded as well as tacit knowledge that resides within people.
3. Knowledge management has its roots in the recognition that much of an organization's valuable knowledge walks out the door, and emerged as a field in the 1980s with the proliferation of information technology.
The document outlines the key elements of a successful change program: motivating change by creating readiness and overcoming resistance; creating a vision by describing core values and envisioned future; developing political support by assessing power and influencing stakeholders; managing the transition through activity planning, commitment planning, and change structures; and sustaining momentum by providing resources, building support, developing skills, reinforcing behaviors, and staying the course. These change management activities help organizations transition from their current to desired future state.
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
This document provides an introduction to knowledge management (KM) in theory and practice. It discusses KM from multiple perspectives, including:
1. As a business activity that treats knowledge as an explicit concern, reflected in strategy and practice.
2. As a collaborative approach to creating, capturing, organizing, accessing, and using an enterprise's intellectual assets.
3. As drawing upon diverse fields like organizational science, cognitive science, and information technologies to manage both explicit and tacit knowledge.
The document outlines the multidisciplinary nature of KM and identifies key attributes like generating, accessing, using, and measuring knowledge. It also discusses drivers of KM, intellectual capital, and challenges in content management,
The document discusses designing an enterprise knowledge management system to share knowledge across two business units. The system would be capable of creating, capturing, categorizing, managing, and sharing knowledge. It would include features like a portal, communities, collaboration tools, problem solving capabilities, customization options, and publishing and subscribing to knowledge. The goals are to more quickly spread key knowledge, reduce costs through increased reuse, and increase innovation through expert identification and expertise sharing.
This document discusses perspectives on planned organizational change. It introduces Lewin's three-stage change model of unfreezing, movement, and refreezing. The action research model and positive model of change are also described. A general model of planned change is presented involving diagnosing, planning and implementing change, and evaluating change. The document notes differences in planned change approaches and critiques the conceptualization and practice of planned change.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
The document discusses organizational change and innovation. It defines organizational change and identifies strategies for changing products and technologies. It explains the importance of creativity, idea incubators, champions, and teams for innovation. Change requires adapting people and culture. Organizational development involves unfreezing current practices, changing to new approaches, and refreezing the changes. Resistance to change comes from self-interest, lack of understanding, and uncertainty. Tactics like communication, education, and participation can overcome resistance.
The document discusses organizational maturity models and knowledge management (KM) maturity. It describes six maturity models: 1) Capability Maturity Model (CMM), 2) Skyrme Maturity Model, 3) Paulk Maturity Model, 4) Fujitsu Maturity Model, 5) Infosys Maturity Model, and 6) Knowledge Process Quality Model (KPQM). The models provide stages or levels to assess an organization's current KM capabilities and readiness for KM initiatives. Understanding an organization's maturity level is important for identifying potential barriers and opportunities for cultural changes needed to successfully implement KM.
A knowledge audit should be the first step of any knowledge management initiative. It assesses an organization's knowledge assets, who possesses them, and how knowledge is stored and shared. The audit identifies gaps between current and desired knowledge and provides a basis for a new KM program. It examines knowledge needs, existing assets and where they are kept, gaps, and flows within the organization.
The document discusses knowledge capture and codification. It begins by introducing key concepts and techniques used for capturing tacit knowledge from experts, such as interviews, observation, and stories. It then covers codifying explicit knowledge through various techniques like cognitive maps, decision trees, and knowledge taxonomies. The goal of knowledge capture and codification is to transform tacit knowledge into explicit knowledge that can be more easily stored and shared within an organization.
The document discusses several theoretical models of knowledge management (KM). It describes Nonaka and Takeuchi's model of knowledge conversion and the knowledge spiral, which presents knowledge creation as a continuous and interactive process between tacit and explicit knowledge. It also outlines Van Krogh and Roos' organizational epistemology model and Choos' sense-making model. The Nonaka and Takeuchi model is highlighted for its simplicity in both understanding the basic concepts and applying the KM principles.
This document discusses key challenges for knowledge management (KM) and proposes several solutions. It describes five models of information politics that organizations use. It emphasizes that KM requires a focus on people, not just technology, and should align with business goals. Successful KM depends on organizational culture and incentives that encourage knowledge sharing. The document compares different incentive types and discusses challenges like the paradox of knowledge value.
The document provides an introduction to a session on knowledge management. It discusses several key topics:
- The objective of the session is to understand and explain the basics of knowledge management and its importance for individuals, groups, and organizations.
- Knowledge is considered an intellectual asset that can be reused without being consumed, transferred without being lost, and is abundant yet not always easy to apply.
- Knowledge management involves systematically capturing, structuring, managing, and disseminating knowledge throughout an organization to work more efficiently and reduce costly mistakes.
- The benefits of knowledge management include facilitating knowledge transfer, minimizing knowledge loss, and identifying critical knowledge areas for the organization.
The document discusses key measurement challenges for knowledge management (KM) strategies. It notes that while measuring knowledge as an intangible asset is difficult, establishing a measurement system is crucial for KM to evaluate, control, and improve knowledge processes. However, current quantitative methods only assess monetary value and do not fully capture knowledge. The document thus explores alternative qualitative and quantitative metrics that can better measure KM initiatives and their impact on organizational performance.
The document provides an introduction to knowledge management, covering several key points:
1. It outlines the objectives of understanding the basics of knowledge management and its importance for individuals, groups, and organizations.
2. It discusses some basic concepts of knowledge management including different types of knowledge, the process of KM, and its multidisciplinary nature.
3. It explains why knowledge management is important, noting benefits for individuals, communities, and organizations like faster problem solving and competitive advantages.
The document discusses several knowledge management models. It provides an overview of the Von Krogh and Roos organizational epistemology model, which views knowledge as existing both individually and socially. It also summarizes the Nonaka and Takeuchi knowledge spiral model, which proposes that knowledge is created through the conversion between tacit and explicit knowledge via socialization, externalization, combination, and internalization. Additionally, it outlines Choo's sensemaking model, which emphasizes how information is selected and feeds into organizational decision making.
Implementation of Km @ Telkom UniversityArif Partono
Fakultas Ekonomi dan Bisnis Universitas Telkom memiliki tiga program studi sarjana dan satu program pascasarjana. Fakultas ini terus meningkatkan akreditasi program studinya dan melakukan kolaborasi dengan berbagai industri, lembaga pendidikan, dan asosiasi untuk mengembangkan dosen, staf, mahasiswa, serta ilmu pengetahuan. Namun, pengelolaan dokumentasi dan penyimpanan informasi di fakultas ini belum terstruktur dengan baik.
The document discusses knowledge management at HP Services. It defines knowledge management as transforming information into value through reuse, innovation, and collaboration. It outlines people, processes, and technologies used at HP to foster knowledge sharing, such as communities of practice, social networking, and knowledge repositories. The goals are to increase win rates, drive down costs, and accelerate delivery through leveraging collective expertise.
The document discusses knowledge management (KM) and its benefits. KM is defined as enabling individuals and teams to collectively create, share, and apply knowledge to achieve objectives. Benefits include reduced time-to-market, increased revenue and profit margins. Examples show companies saving billions through KM. Knowledge is formed from data and information, and can be explicit or tacit. Tacit knowledge is stored in people's minds while explicit knowledge is written down. KM tools and communities of practice help capture and share knowledge.
The document outlines the key roles and responsibilities of knowledge management professionals. It discusses the skills required for various KM roles like the Chief Knowledge Officer who heads the KM team and is responsible for developing the KM strategy and managing KM operations. Other roles include knowledge managers, navigators, and synthesizers. The document also examines the attributes and competencies needed for KM professionals, such as finding, evaluating, and applying knowledge. Senior management roles in KM include the Chief Learning Officer who focuses on organizational learning and transformation.
GI Net 13 - Journey of Telkom CorpU | Telkom IndonesiaHora Tjitra
Materials presented during the 13th GI Net: "Corporate Learning and Development" on October 30, 2013, by Mr. Tonda Priyanto, Senior GM of Telkom Corporate University
Dokumen ini adalah opini dari APK Foundation yang disampaikan oleh Aulia Prima Kurniawan saat Workshop Implementasi Kurikulum 2013 di Universitas Negeri Jakarta (UNJ), 4 September 2013 lalu.
Professional Recognition Framework Sept 08gordonmckinlay
Several high-performing school systems have strategies to encourage teachers to regularly observe each other's teaching practices. This helps stimulate sharing of effective and ineffective teaching methods. It also encourages feedback among teachers and fosters common goals around instruction quality. The document also discusses frameworks for professional recognition and registration of teachers in specific areas of expertise through demonstrating enhanced knowledge, extended professional learning, reflection, and sharing experiences with colleagues.
Policy drivers and trends. Purposes of e-portfolios. Engaging learners and staff. Threshold concepts as they relate to e-portfolios. Introduction to the e-portfolios infoKit on the JISC infoNet website.
This document provides a summary of Folajimi Olambo FaSoya's skills and expertise based on an assessment using the LPI Capability Map. It shows that he has skills at the "Leading" level for many areas including design, delivery, strategy, and management of learning functions and resources. He is skilled in areas such as online delivery, content creation, performance support, and learning strategy. For some areas like coaching and change management, he operates at the "Guiding" level. The document provides a concise overview of his strengths in instructional design and management of learning and performance.
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
The document presents the ILRI Learning & Development strategy. It discusses initiatives to introduce like training programs, talent management, and performance management. It outlines objectives to upskill staff, develop management skills, and create a talent pool. Strategies include training needs analysis, mentoring, and developing coaching guidelines. Key performance indicators are also provided to measure the strategy's success.
The document summarizes the APO KM framework, which provides an introduction to knowledge management. It outlines the framework's key elements: vision/mission, accelerators like leadership and technology, the knowledge process of identifying, creating, storing, sharing and applying knowledge, and expected outcomes like increased productivity, profitability and growth. It also discusses how the framework and knowledge process enable learning and innovation at individual, team and organizational levels.
National Forum Update on Professional Development FrameworkEloise Tan
An update from the National Forum for the Enhancement of Teaching and Learning in Higher Education regarding the emerging National Professional Development Framework for Teachers in Higher Education. December 16, 2014.
Profile N-GEC ( Nusantara Global Entreprenurship Community) Amir Hamzah
This document outlines the program background, goals, activities, and key performance indicators of a program aimed at developing young entrepreneurs in Indonesia. The program aims to deliver positive contributions to society by inspiring and developing youth to become entrepreneurs and future business leaders. Activities include workshops, mentorship programs, and business startups. Short term goals are to reach 1,000 participants over 4 months and select the top 100 candidates. Long term goals include formalizing the organization, fundraising, and establishing networks to support the program. Key performance indicators track public relations, program effectiveness, participant success, and organizational sustainability.
The document provides a summary of Cathy Mocibob's professional background and experience. She has over 10 years of experience as a training and HR professional, managing learning and development programs. She currently works as the Manager of Learning and HR Systems at United Rentals, overseeing their online training program for 13,000 employees. Her goals for 2015 include enhancing the learning management system and exploring new technologies like mobile learning.
The document provides a summary of Cathy Mocibob's professional background and experience in training and human resources. She has over 10 years of experience developing online training programs and managing learning and development for a company with over 13,000 employees. Currently she oversees all online training and works to incorporate new technologies like mobile learning and social media. Her goals for 2015 include enhancing the company's learning management system and developing additional online courses.
A learning culture enables organisations to:
- become skilled at creating, acquiring and transferring knowledge
- modify its behaviour to reflect new knowledge and insights
- adapt and grow
The document discusses Project PALM, a staff development initiative conducted by TQR to strengthen teaching capabilities. It identified needs in instructional design, e-learning delivery, assessment, and RPL. Project PALM used problem-based learning over 5 months to address these needs. It engaged over 150 participants through workshops, webinars and online communities. Evaluation found educators benefit from just-in-time, practice-focused professional development that leverages technology and supports collaborative learning.
The document describes a study that aimed to support practitioners in developing competencies for adopting open educational resources (OER) and open educational practices (OEP) through massive open online courses (MOOCs). The MOOCs used a scenario-based learning approach and design-based research methodology. Analysis of participant artifacts, discussions, and reflections found the authentic learning scenarios, creation of artifacts, discussions, and self-reflections effectively supported the development of skills in OER adoption and OEP. The learning experience design was found to significantly impact participants' thinking and professional practices related to OER and OEP.
The document describes a two-day situational leadership training course taking place in Lagos, Nigeria in July 2014. The training will cover topics such as leadership styles, communication, problem-solving, change management, decision-making, ethics and team building. It is aimed at team leaders, project managers, middle managers and supervisors. The fee for the training is N105,000 per participant, and in-house training can also be arranged. The training organization, Petronomics, aims to provide industry expertise and inspire competence through its programs, research, and conferences.
The document describes a two-day situational leadership training course taking place in Lagos, Nigeria in July 2014. The training will cover topics such as leadership styles, communication, problem-solving, change management, decision-making, ethics and team building. It is aimed at team leaders, project managers, middle managers and supervisors. The fee for the training is N105,000 per participant, and in-house training can also be arranged. The training organization, Petronomics, aims to develop industry skills through various learning approaches and high-quality faculty.
The document describes a two-day situational leadership training course taking place in Lagos, Nigeria in July 2014. The training will cover topics such as leadership styles, communication, problem-solving, change management, decision-making, ethics and team building. It is aimed at team leaders, project managers, middle managers and supervisors. The fee for the training is N105,000 per participant, and in-house training can also be arranged. The training organization, Petronomics, aims to provide industry expertise and inspire competence through its programs, research, and conferences.
The document describes a two-day situational leadership training course taking place in Lagos, Nigeria in July 2014. The training will cover topics such as leadership styles, communication, problem-solving, change management, decision-making, ethics and team building. It is aimed at team leaders, project managers, middle managers and supervisors. The fee for the training is N105,000 per participant and in-house training can also be provided. The training organization, Petronomics, aims to develop industry skills through various learning approaches including lectures, case studies and group work.
Analisis pesaing kelompok yamaci mb-39-11Arif Partono
Ringkasan dari dokumen tersebut adalah:
1. Menguraikan 5 bisnis kerajinan tangan dan jasa yang bergerak di bidang furnitur, kerajinan kayu, kerajinan kertas, dan jasa bengkel sepeda motor.
2. Memberikan profil singkat masing-masing bisnis tersebut termasuk nama pemilik, bahan baku, supplier, harga, jam operasi, dan sistem pemesanan.
3. Menjabarkan kelebihan dan kekurangan dari setiap bis
Analisis pesaing kelompok wodwala mb-39-11_30 maret 2018Arif Partono
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Dokumen tersebut memberikan informasi tentang beberapa produk seperti gelang aromaterapi (Frecelet), card holder (Slup), jam tangan kustomisasi (Watch U Want), botol minum (Fourbee), dan paket hadiah (Hadayah.hoy) beserta analisis kelebihan dan kekurangan dari masing-masing produk.
Dokumen tersebut berisi analisis terhadap beberapa pesaing bisnis es krim dan makanan ringan. Secara ringkas, dokumen menjelaskan bahan baku, harga, jam operasional, sistem pemesanan, keunggulan dan kelemahan dari masing-masing pesaing.
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The document discusses various methods for conducting employee performance appraisals. It describes formal and informal performance appraisal processes and outlines factors that should be considered like job standards, measurement criteria and feedback. Several specific appraisal methods are also summarized, including rating scales, checklists, critical incidents reporting and behavioral observation scales. The goal of performance appraisals is to evaluate and provide feedback to employees on their job performance.
HRM Davies Chapter 11 career plan 2014Arif Partono
This document discusses career planning and development. It defines key terms like career, career path, and career goals. It emphasizes the importance of individual career planning and outlines the roles of both employees and HR in developing career plans. HR can help by providing career information and guidance, developing employees, and addressing career problems or halts. The goal of career planning is to align individual ambitions with organizational needs to increase productivity, satisfaction and retention.
HRM Davis ch 10 Training and development 2014Arif Partono
The document discusses training and development in organizations. It defines training as improving employee skills for current jobs through short-term orientation, while development enhances knowledge for future roles with long-term orientation. The document outlines factors for successful training like management support, needs analysis, setting goals, choosing techniques like on-the-job or off-the-job training, and evaluating training through measures like trainee perception, knowledge gained, and behavioral/work changes.
HRM davis Chapter 7 & 8 recruitment and selection 2014Arif Partono
This document discusses recruitment and selection processes. It defines recruitment as the process of finding and attracting potential candidates to fill job vacancies. The selection process involves screening candidates and making hiring decisions. The document outlines the typical steps in each process, including job posting, application reviews, interviews, skills testing, background checks, and final hiring decisions. It also discusses challenges in recruitment and selection like limited candidate pools, regulations, and differing interviewer opinions.
The document discusses human resource planning and the steps involved. It covers explaining the need for and availability of human resources, systematically reviewing HR needs and how to fulfill them with the right people at the right time. It also discusses forecasting future HR demand and supply based on current jobs, strategies and predicting future needs. Key considerations for HR planning include new products, markets, technologies and regulations. The benefits of HR planning for organizations include integrating strategic demands with staffing decisions and creating efficiencies.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
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Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
2. OBJECTIVES
Partono Arif 2014
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
3. INTRODUCTION
Partono Arif 2014
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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 3
4. INTRODUCTION
Partono Arif 2014
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 4
5. INTRODUCTION
Partono Arif 2014
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)
09 Desember 2014 KM Teaching Group - Universitas TELKOM 5
6. INTRODUCTION
Partono Arif 2014
Cooperative problem solving.
Open dialogue skills, interpersonal
Flexible & willing to try new things and take educated risks.
Learning from mistakes, risks taking, opportunities, & successes.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 6
7. INTRODUCTION
Partono Arif 2014
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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 7
8. INTRODUCTION
Partono Arif 2014
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 8
9. 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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 9
10. OBJECTIVES
Partono Arif 2014
1. List the key KM skills required
2. Describe different role & responsibilities of KM Team
3. Describe the development of CIO – CKO – CLO
4. IUnderstand the ethical issue in KM situation and their
principles
09 Desember 2014 KM Teaching Group - Universitas TELKOM 10
11. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 11
12. MAJOR CATEGORY of KM ROLES
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)
09 Desember 2014 KM Teaching Group - Universitas TELKOM 12
13. MAJOR CATEGORY of KM ROLES
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 13
14. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 14
15. OBJECTIVES
Partono Arif 2014
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 15
16. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 16
17. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 17
18. SENIOR MANAGEMENT ROLES
Partono Arif 2014
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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 18
19. 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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 19
20. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 20
21. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 21
22. MAJOR CATEGORY of KM ROLES
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 22
23. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 23
24. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 24
25. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
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.
09 Desember 2014 KM Teaching Group - Universitas TELKOM 25
26. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
Summarize of the KM roles in the organization
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).
09 Desember 2014 KM Teaching Group - Universitas TELKOM 26
27. MAJOR CATEGORY of KM ROLES
Partono Arif 2014
Summarize of the KM roles in the organization
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).
09 Desember 2014 KM Teaching Group - Universitas TELKOM 27
28. Kelok 9, Padang
Sumatera Barat, 2013
Partono Arif 2014
09 Desember 2014 KM Teaching Group - Universitas TELKOM 28
29. OBJECTIVES
Partono Arif 2014
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 29
30. ETHICS of KM
Partono Arif 2014
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 30
31. ETHICS of KM
Partono Arif 2014
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
09 Desember 2014 KM Teaching Group - Universitas TELKOM 31