Chapter 01 km
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The document provides an overview of knowledge management (KM), including definitions, key concepts, and challenges. It discusses KM as capturing and using a firm's collective expertise, with the goal of viewing all processes as knowledge processes. The ideal KM organization exchanges knowledge across areas using technology and processes. Challenges include explaining KM benefits, evaluating core knowledge, and addressing collaboration. KM goes through a life cycle of capturing, organizing, refining, and transferring knowledge.
Chapter 01 km
- 1. Chapter 01 Workig Smarter, Not Harder
- 2. What is Knowledge Management? • Each definition of Knowledge Management contains several integral parts. • Using accessible knowledge from outside source. • Embedding and storing knowledge in business processes, products and services. • Representing knowledge in databases and documents. • Promoting knowledge growth through the organization’s culture and incentives. • Transferring and sharing knowledge throughout the organization. • Assessing the value of knowledge assets and impact on regular basis.
- 3. What is Knowledge Management? • KM is the process of capturing and making use of a firm’s collective expertise anywhere in business- on paper, documents, databases or people’s head. • The goal is for an organization to view all its processes as knowledge process. This includes knowledge creation, dissemination, upgrade and application toward organizational survival.
- 4. The Knowledge Organization • The ideal knowledge organization is one where people exchange knowledge across functional areas of business using technology and established processes. • Figure 1.3. • Middle layer- KM life cycle- Knowledge creation, knowledge collection or capture, Knowledge organization, knowledge refinement, knowledge dissemination. • Final step- maintain phase which ensures that the knowledge dissemination is accurate, reliable and based on company standard. • Outlier layer is immediate environment of the organization- technology, culture, supplier and customer intelligence, competition and leadership.
- 5. What KM is not about? • Knowledge management is not reengineering • It is not a discipline • It is not a philosophic calling • It is not intellectual capital • KM is not based on information • KM is not about data • Knowledge value chain is not information value chain • KM is not limited to gathering information from the company’s domain expert. • KM is not about knowledge capture.
- 6. Why Knowledge Management • Create exponential benefits from the knowledge as people learn from it. • Has positive impact on business processes. • Enables the org. to position itself for responding quickly to customers. • Builds mutual trust between knowledge workers and management. • Builds better sensitivity to brain drain. • Ensures successful partnering and core competencies with suppliers, vendors, customers etc. • Shorten the learning curve, facilitates sharing of knowledge and quickly enables less trained brokers to achieve performance level. • Enhances employee problem solving capacity by providing access to complied subject, customer references, resources file available.
- 7. Why Knowledge Management • Botkin suggests six top attributes of knowledge products and services. • Learn • Improve • Anticipate • Interactive • Remember • Customize
- 8. Why Knowledge Management • Companies failed to embed a viable KM operations suffer from following pitfalls. • Failing to modify the compensation system to reward people working as a team. • Building a huge database that is suppose to cater to the entire company • Viewing KM as a technology or human resource area • Placing too much emphasis on technology • Introducing KM into the org. via a simple project to minimize loses. • Pursuing KM without being ready • Having poor leadership
- 9. The Drivers • Technology drivers- Revolution of technology • Process drivers- Improve work processes, elimination of mistakes • Personnel specific driver- create cross functional team of knowledge workers • Knowledge related drivers- Knowledge sharing and knowledge transfer within firm • Financial drivers- follows law of increasing returns.
- 10. Key Challenges of KM • Explaining what KM is- and how it can benefit a corporate environment • Evaluating the firm’s core knowledge by department and by division. • Learning how knowledge can be captured, processed and acted upon. • Addressing the neglected area of collaboration • Continuing research into KM to improve and expand its current capabilities • Learning how to deal with tacit knowledge
- 11. KM Life Cycle • KM goes through a series of steps, making up an ongoing four steps processes. • Capturing – Data entry – Scanning – Voice input – Interviewing – Brainstorming • Organizing – Cataloging – Indexing – Filtering – Linking – Codifying • Refining – Contextualizing – Collaborating – Compacting – Projecting – mining • Transfer – Flow – Sharing – Alert – Push
- 12. The End