Chapter 1a.ppt
- 1. OBJECTIVES • Why Knowledge Management? • What is Knowledge Management? • How It Came About? • KM Myths • Implications for Knowledge Management
- 2. Economic reliance on knowledge workers is increasing • Knowledge gap • Customers and businesses want a more integrated approach • Best to say you are in the knowledge business
- 3. WHY KM? • Consumer to Prosumer: more educated customers, they demand more. • Exponential benefits: as people learn from it. • Makes business processes faster and more effective. positive impact. • Enables the organization to position itself for responding quickly to customers, creating new markets, developing new products and dominating emergent technologies. • Builds mutual trust between knowledge workers and the management. • Facilitates cooperation in handling Time-Sensitive tasks. • Empowers employees in a unique way. • Helps capture tacit knowledge. • Intangible return on knowledge sharing than on knowledge hoarding. • Building better sensitivity to Brain Drain:” expertise gravitates towards the highest bidder”. • Ensuring successful partnering and core competencies. • Shortens the learning curve, facilitates sharing of knowledge.
- 4. DEFINITIONS • KM is a newly emerging interdisciplinary business model dealing with all aspects of knowledge with in the context of the firm, including knowledge creation, codification, sharing, and how these activities promote learning and innovation (encompassing technology tools and organizational routines in overlapping parts). • KM is the process of gathering a firm’s collective expertise wherever it resides-in databases, on paper, or in people’s heads-and distributing it to where it can help produce the biggest payoff. • KM is not about technology; it is about mapping processes and exploiting the knowledge database. It is applying technology to people’s mind. • KM is a discipline of identifying, capturing, retrieving, sharing, and evaluating an enterprise’s information assets.
- 5. HOW IT CAME ABOUT • The pace of change has accelerated dramatically during the past decade. • Globalization and geographic dispersion changed the organisation’s scope. • Downsizing and reengineering resulted in staff attrition and knowledge drain. • Networking and data communication made it easier and faster to share knowledge. • The increasing dominance of knowledge as a basis for improving efficiency and effectiveness.
- 6. KNOWLEDGE PEOPLE (Work Force) ORGANISATIONAL PROCESSES TECHNOLOGY (IT Infrastructure) FACTORS OF KM
- 7. UNCAPTURED TACIT KNOWLEDGE Explicit Knowledge Base 5% “ Explicit” Knowledge Information Request Information Feedback Oral Communication “Tacit” Knowledge 50%-95%
- 9. IDEAL KM Strategy Measurement Policy Content Process Technology Culture People People Knowledge Assets Knowledge Exchange Knowledge Exchange Knowledge Internalization Knowledge Reuse Knowledge Knowledge Capture People
- 10. WHAT KM IS NOT ABOUT • KM is not reengineering. • KM is not a discipline. • KM is not a philosophic calling. • KM is not intellectual capital. • KM is not based on information. (K has been viewed as info. in action) • KM is not about data. • Knowledge value chain is not information value chain. • KM is not digital network. • KM is not limited to gathering information from company’s domain.
- 11. KM AND INNOVATION People Knowledge Base Outside Environment Existing Methods/ Processes Learning Knowledge Creation Insights New Ideas •New Products •New Markets •Smarter problem- solving •Value-added innovation •Better customer service •More efficient processes •More Experienced staff Organizational Benefits Conversion
- 12. THE KM CYCLE AND THE ORGANISATION KM Life Cycle •Capture •Gather •Organize •Refine Organizational Personnel Culture Information Technology Management Decision Making
- 13. FOUR PROCESS VIEW OF KM CAPTURING •Data Entry •Scanning •Voice Input •Interviewing •Brain Storming ORGANIZING •Cataloging •Indexing •Filtering •Linking •Codifying REFINING •Contextualizing •Collaborating •Compacting •Projecting •Mining TRANSFER •Flow •Sharing •Alert •Push
- 14. KEY CHALLENGES • What Km is and it can benefit a corporate environment? • How to evaluate the firm’s core knowledge? • How knowledge can be captured, processed, and acted on? • How to address the still neglected areas of collaboration? • Continue researching KM to improve and expand its current capabilities?