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Knowledge Management: 
Improving and Sustaining 
Quality 
Surya Prakash Mohapatra
THE SHIP STORY
Everyone tried to find the fault in the engine 
room
Engineers came, qualified workers were called 
upon, but….
And then….
Knowledge management refers to the practices 
and strategies that a company uses in an 
attempt to create distribute and enable 
adoption of strategic insights and specific 
experiences. 
- O’ Leary
Knowledge is a Competitive Advantage 
“An Organization which learns faster than 
the Competition, gets ahead and stays 
ahead.”
4 Key Trends Impacting KM 
• Digital Engagement 
• Cognitive Analytics 
• Social Activation 
• Industrialized Crowd-sourcing
Forms of Knowledge 
•Public 
•Shared 
•Individual
Key Knowledge Assets and Processes 
• Stake-holder Relationships 
• Human Resources 
• Physical Infrastructure 
• Culture 
• Practices and Routines 
• Intellectual Property
KM: Three Building Blocks 
•Knowledge Sharing Processes 
•Knowledge Sharing Environment 
•Leadership that fosters these processes and 
environment
KM Practice we can learn from US Army 
•What did we set out to do? 
•What actually Happened? 
•Why was there a difference? 
•What do we do next time? 
•Where else in the organization might we benefit 
from this knowledge?

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Knowledge management improving and sustaining quality

  • 1. Knowledge Management: Improving and Sustaining Quality Surya Prakash Mohapatra
  • 3. Everyone tried to find the fault in the engine room
  • 4. Engineers came, qualified workers were called upon, but….
  • 6. Knowledge management refers to the practices and strategies that a company uses in an attempt to create distribute and enable adoption of strategic insights and specific experiences. - O’ Leary
  • 7. Knowledge is a Competitive Advantage “An Organization which learns faster than the Competition, gets ahead and stays ahead.”
  • 8. 4 Key Trends Impacting KM • Digital Engagement • Cognitive Analytics • Social Activation • Industrialized Crowd-sourcing
  • 9. Forms of Knowledge •Public •Shared •Individual
  • 10. Key Knowledge Assets and Processes • Stake-holder Relationships • Human Resources • Physical Infrastructure • Culture • Practices and Routines • Intellectual Property
  • 11. KM: Three Building Blocks •Knowledge Sharing Processes •Knowledge Sharing Environment •Leadership that fosters these processes and environment
  • 12. KM Practice we can learn from US Army •What did we set out to do? •What actually Happened? •Why was there a difference? •What do we do next time? •Where else in the organization might we benefit from this knowledge?

Editor's Notes

  1. WHERE TO TAP  Ever heard the story of the giant ship engine that failed? The ship's owners tried one expert after another, but none of them could figure but how to fix the engine. Then they brought in an old man who had been fixing ships since he was a youngster. He carried a large bag of tools with him, and when he arrived, he immediately went to work. He nspected the engine very carefully, top to bottom.  Two of the ship's owners were there, watching this man, hoping he would know what to do. After looking things over, the old man reached into his bag and pulled out a small hammer. He gently tapped something. Instantly, the engine lurched into life. He carefully put his hammer away. The engine was fixed! A week later, the owners received a bill from the old man for ten thousand dollars.  "What?!" the owners exclaimed. "He hardly did anything!"  So they wrote the old man a note saying, "Please send us an itemized bill."  The man sent a bill that read:  Tapping with a hammer ......................... $ 2.00  Knowing where to tap ............................ $ 9,998.00  Effort is important, but knowing where to make an effort in your life makes all the difference.