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Team - Knowledge Management System
The document advocates for the implementation of knowledge management (KM) systems in large companies, outlining the necessity, benefits, and operational framework of such systems. It emphasizes the importance of gathering and sharing knowledge to improve decision-making, enhance efficiency, and maintain a competitive edge in the marketplace. Successful case studies from various large organizations highlight the potential financial and non-financial gains from effective KM practices.
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Team - Knowledge Management System
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- 2. All big companiesshould implement a Knowledge Management System (KM) Recommendation TEA M
- 3. Why a KMsystem is necessary, how do things run now? How would TEAM operate and what does it take to succeed What will be the benefits for the organisation? TEAM a project or a mindset? Overview TEA M
- 4. How do Iknow the information exists? Where do I find the information? Is the information usable? How do I ensure the information is known through time? How can I send information back? What are the consequences? Why? TEA M
- 5. Why finding infocan be hard? TEA M
- 6. + - Hardcopies (binders, booklets, CD...) TEA M
- 7. + - IntranetTEA M
- 8. + - Mails& Memos TEA M
- 9. a philosophya company project a portal T ogether E veryone A chieves M ore TEA M
- 10. IT Support Administrativesupport Top Management Support Support from all departments Creative and dynamic internal marketing Possibility to access information Reconsider options constantly Good overall knowledge Precise guidelines Needs TEA M
- 11. Gathering all dataand information regarding projects, policies, procedures, guidelines and core values of the company Gathering information about operational methods, organisation charts, needs… Gathering information about tendencies, best practices in other companies, policy trends tendencies (sustainable development, finance…), Technology…etc The gathering phase TEA M
- 12. Proposing best practices adapted to policies and core values of the company Proposing best practices, working methods, working documents, tips and recommendations Taking into account external influences (e.g. influence of policy trends such as : social responsibility, sustainable development, marketing trends…etc) The incubation phase TEA M
- 13. TEAM will report interesting feedbacks and suggest corrective or specific new company behaviours. All the staff and specifically the operational people will be able to give feedback and suggestions. The feedback will be analysed by TEAM (bottom-up communication). Once the behaviour approved TEAM will put the new or corrected guidelines available on the TEAM portal (top-down communication) Taking into account external influences (e.g. influence of policy trends such as : social responsibility, sustainable development, marketing trends…etc) The interaction phase TEA M
- 14. Make our successesrepeatable and sustainable; Avoiding to repeat past mistakes; Never re-invent the wheel or duplicate effort; Gain sustainable time in our operations Motivate operational people by empowerment Avoid « company amnesia »; Make more accurate and quicker decisions; Have a clear picture of the situation; Consistency in our customer services; Recognition as the leader in service know-how. Result = Create added value for the company & the clients The benefits TEA M
- 15. Study made byKPMG in 2002 among top 500 organizations in the United Kingdom, France, Germany and the Netherlands. BUSINESS CASE FOR KNOWLEDGE MANAGEMENT 80% consider knowledge a strategic asset; 78% believe they are currently missing out on business opportunities by failing to exploit available knowledge; Companies estimate that, on average 6% of the annual revenue is missed from failing to exploit knowledge effectively KM around the world. TEA M
- 16. THE RETURNS 50% of the companies report clear financial benefits and returns; Among the non-financial benefits : improved quality 73 % increased teamwork 68 % increased speed & responsiveness 64 % better decision-making by frontline workers 55 % KM around the world. TEA M
- 17. Raising collective awarenessA Good Web Portal Champions Champion The keys to the Success. TEA M
- 18. Company culture change Information & Data is not knowledge « Knowledge is not truth » Prusak Security aspect Lack of Top Management support The threats to the Success TEA M
- 19. TEAM adds valuefor the client TEAM adds value for the shareholders TEAM the knowledge platform of a growing company TEAM an internal consultancy tool TEAM a recognition for a Leading company TEAM empowers the staff and values experience TEAM a recognition and motivation for employees The Future TEA M
- 20. TEXACO, The WorldBank, AT&T, Dell Computer, NYNEX, American Airlines, IBM, Xerox, Hallmark, General Electrics, Hewlett Packard, Nations Bank, Polaroid, Pacific Bell, Apple, KPMG and hunderds more… Who does it? TEA M
- 21. Hewlett Packard FormerCEO – Lew Platt – wrote in his book « If only HP knew what HP knows » « Running faster and reacting quicker to competitors were the only ways to gain competitive advantage and these demands required a whole new approach to knowledge (…) a company lives and dies on its intellectual property » Their KM system allowed them to reduce call-time at the help desk by 70 %. Success Stories TEA M
- 22. General Electric JackWelch Former Chairman and CEO of General Electric “ The best single lesson I ever learned was to maximize the intellect of the company. You need to gather the knowledge of individuals, share those ideas and celebrate the sharing. That, in the end, is how a company becomes great. ” Success Stories TEA M
- 23. You have areal opportunity to be the leader in service « know-how », which will gives you a real competitive advantage « If knowledge is too expensive, try ignorance » Transparency Inform and get informed Innovation Be able to review yourself Professionalism The right to access knowledge and the obligation to transmit it Conclusion TEA M
Editor's Notes
- #2 In today ’ s fast paced, ever changing world, a company is valued not only on its tangible assets but ever more on its intangible assets. In that respect my purpose will be to convince you that information is not knowledge and that managing knowledge will bring an added value to our company.
- #5 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- #6 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- #7 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- #8 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- #9 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- #10 PHILO - Knowledge should be available every where at any time and can be enhanced by anybody PEOPLE - A group of people that gathers the knowledge and transforms it but the TEAM is also all the people of the company that can potentialy share their knowledge The ideal starting team 3 people : an operational – a librarian – a techy PORTAL - Strong web side – one address – one search engine CREATION -
- #16 Just a little break and let ’ s look outside our company
- #18 1 – By marketing TEAM and by promoting initiatives – Example of Price Waterhouse – consultants don ’ t apply for bonus unless they send in 3 reports per year supervised by a coach. 2 - Managers have to educate their staff and eventually get the info orally 3 - Create strong figures that promote and make the project live - CEO
- #19 1 – KM is not just a computer system – it all has to do with people – and people don ’ t share their knowledge easily 2 - Difference between information, Data and KNOWLEDGE – Knowledge is data enhanced ready to be applied 3 – If by looking for knowledge you look for truth you will not look for options and the system needs to be open to enhancement 4 – Some companies are very scared to lose the controle of their knowledge
- #20 Internal consultancy – great tool for future project leaders before issuing new projects. The TEAM network can be an asset for implimentation Multibrand – Extend to the whole group I am sure a Sofitel could benefit from the Ibis knowledge and the other way around Franchisor ’ s advantage – selling knowledge has its value External consultancy – IBM case with creation of IKM to become IKO ( over a 1000 members ) Value for shareholders – intangible assets are more and more the value of today ( 1996 tangible : IBM 17 billion vs. Microsoft 930 million – company value IBM 71 billion vs. Microsoft 86 billion )( 1999 Microsoft was valued 185 billion $ = boeing, McDonalds, Texaco, Time-Warner and Anheuser Bush )( Glaxo is worth 50 times its fixed assets ) Knowledge platform (Sarbanes Oxley) Multi-national companies need to be more and more transparent and report with data that is very often scattered around. This reporting will imply the personal responsibility of the CEO and CFO.