KNOWLEDGE MANAGEMENT for the New Economy

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KNOWLEDGE MANAGEMENT for the New Economy
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• Data,Information Knowledge
• Data is a set of discrete objective facts about
  events
  
• Information is data which have been organised
• and endowed with meaning
• Knowledge is a set of beliefs constituted by
• a mixture of framed experience,understanding,
• contextual information and expert insight

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Data, Information Knowledge
Knowledge
Transformed by conceptualisation,
experience,insights
Information
Add value by analysis,sorting,summarising
Data
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Knowledge Management System
Overview of Organisational Knowledge
Managing Organisational Knowledge
Knowledge Management Strategy and Measurement
Knowledge Management in Action
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Overview of Organisational Knowledge
Differences between data,information and knowled
ge
Capturing Knowledge
Taxonomy of Organisational Knowledge
Managing Knowledge
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Taxonomy of Knowledge
Organisational Knowledge
Private
Public
Component
Architectural
Component
Collective
Collective
Individual
Explicit
Tacit
Explicit
Tacit
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WHY KNOWEDGE MANAGEMENT(KM)?
1.Know what you need to know in order to
gain competitive advantage 2.Leverage collective
wisdom to increase responsiveness and innovation
3.Provide employee with the knowledge that the
job demands
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Two types of knowledge
Tacit knowledge-ideas not captured, in the head
of people Explicit knowledge-express in words e
g procedures,
work instructions
Capturing Knowledge
Knowledge Management Information Base
Undocumented or Tacit Knowledge, Ideas,experienc
e
Documented or Explicit knowledge captured in Doc
uments
Sharing Reuse
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HOW DO YOU CAPTURE KNOWLEDGE?
1.Encourage Matched Pair Mentoring
2.Preparing Chicken Sheets 3.Driving Product Comm
onality 4.Use Training material,book shelf data,b
est practices, yellow pages,meeting minutes,docum
ent archives 5.Deploying Intranets,libraries,reco
rds centers,data warehouses,servers,hard drives,W
WW,portals 6.Conducting knowledge Fairs
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Barriers/Drivers to doing KM
1.Experts do not know what they know what you do
not know 2.There is no shared purpose or mental m
odel 3.Old metrics, no incentives for sharing 4.
Greater focus on the technology,not the strategy
5.Lack of corporate commitment to systempeople
technology 6.Preference for original vs rep
urposed 7.Knowledge hoarding politics 8.Too m
uch emphasis on how and not enough on why
9.Lack of Dasein design philosophy
Dasein is German for being there
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Critical success factors for KM
Culture-top management should be committed in
making this initiative a success foster the
knowledge sharing culture and rewarding it Rewar
ds-offered after the fact, as a surprise made
available to anyone who meets a given standard
help overcome the knowledge hoarding mentality o
f today Metrics-measure the products of knowledge
link knowledge to the bottom-line
Take one step at a time,keep it simple
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Building Blocks of KM
Leadership
Clear strategic focus for knowledge sharing
Visible senior management commitment
Willingness to share knowledge
Culture
Willingness to invest in KM
Willingness to use others knowledge
Support and Incentive to contribute
Navigation and search assistance
Training Internal Marketing
Support
Technology
Speed, simplicity, access
Continuous Improvement
Metrics for contribution,usage,effectiveness
(Simon Trussler(1998).The rules of the game,The
Journal of Business Strategy Vol 19 Issue 1 pp16-
19
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Process of Knowledge Management
Knowledge Creation
Knowledge Transfer
Knowledge Storage
Knowledge Utilisation
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Codification Vs Personalisation
Codification Relies heavily on IT Knowledge is c
arefully codified and stored in databases Can b
e accessed and used easily by
anyone in the company Personalisation Knowledg
e shared mainly through direct
person-to-person contacts Chief purpose of comput
ers is to help people communicate knowledge,not t
o store it
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Choosing the Right Strategy

• Do you offer standardized or customized
  products?
  
• Do you have a mature or innovative product?
• Do your people rely on explicit or tacit
• knowledge to solve problems?

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Implementation Framework
Technology
Organisational
Exploration Groupware KM System
Capabilities Education, Development
Explicit
Connectivity Intranet
Contactivity Meetings, events
Tacit
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• Initiatives
• Knowledge Yellow Pages
• Knowledge Fairs
• Communities-of-practice
• Mentoring and Training
• Intranet
• Data mining,data-warehousing