3d3dc introduction to km
- 2. What is Organization? Organisation is nothing but people collecting, assimilating, integrating and using knowledge
- 3. Changing Business Paradigm….. Ever Increasing Market Firms Confronted with worldwide competition Innovation & Collaborations are hottest rudiments of Business. Intellectual Capital and innovations are emerging as key growth engines of Business There is a balance between Organisational learning and organizational Growth
- 4. New work environment It is complex Semi-structured Performance-oriented Focusing on high returns Emphasis is on creativity, talent, knowledge & performance Process innovation centric approach
- 5. Sustaining Change….. “ The Basic Economic Resources – the means of production – is no longer Capital, nor natural resources, nor labour. It is and will be knowledge ” – Peter Drucker Shift from Physical asset Oriented to Intellectual asset oriented economy. Values have to be derived from intellectual capital Continuous learning should be an integral part of organisation. Knowledge & Expertise of the organisation and Individuals should be seen as Critical Resources.
- 6. Why knowledge? A Firm is Resources + Capabilities, the capabilities tapped in organisation & individuals are essential for sustaining competitive advantages. The raise of ‘Organisational learning” – the question of survival, success and sustainability Knowledge is only inimitable resources The sustained competitive advantage comes only from what you know and how fast you can put into action. The most advantageous tool to Deal with Change
- 7. What is knowledge? • Knowledge is information combined with experience, context, interpretation and reflection. It is high value form of information that is ready to apply to decisions and actions • Knowledge is ‘Justified true belief’ “Knowledge is experience. Every thing else is just information” – Albert Einstein “The wise see Knowledge & action as one” – The Bhagavad Gita
- 8. Stages from Data to Knowledge Expertise Individual, judgmental Contextual, tacit Knowledge Information Codifiable, explicit Easily transferable Data
- 9. FORMS OF KNOWLEDGE Explicit Knowledge / Enterprise Knowledge - Formal and systemtic - Easily communicated and shared - Recordable, articulatable, transmittable - E.g.: product Specification, Computer Programme, Process sheets, methods of working, Engineering Drawing etc.
- 10. Forms of knowledge - Hard to formalize, as it differs from individual to individual. - Difficult to communicate - Deeply rooted in action - Judgement, Intuition, Feelings - Inside Locked and inimitable unless being revealed. - Consists of • Technical Skills (Know – How & Why) and • Cognitive Dimensions (mental models)
- 11. What does KM involve •Identify Acquire Manage Disseminate • Ensure right knowledge to right persons at right time and in right format • Leverage existing Knowledge and potential of IT • Make knowledge sharing a dominant culture • Gain Competitive Advantage
- 12. • The efficiency of a firm depends on how fast it bridges the gap between what it knows and what it needs to know Knowledge Gap ge Change n ha o fC e R at g earnin of L Rate Time
- 13. Two Thrusts of KM • 1. Sharing existing knowledge “Knowing what you know” KM 2. Knowledge for Innovation “Creating and Converting”
- 14. Why Knowledge Management ? • Not to reinvent the wheel : solution exists/ known somewhere in the organization • Learn from past mistakes – ours or others • Knowledge resource depletion, Reduction, migration & brain-drain • Innovate & lead change in the business Wise Men Learn from their Mistakes The Wiser Learn from Others mistakes also