Designing KM Architecture

Designing
Knowledge
Management
Architecture
CREATE BRAND MARKET
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
How to implement
successful KM
Programs

 In an economy where the only certainty is uncertainty, the
one sure source of competitive advantage is knowledge.
Successful companies are those that consistently create
new knowledge, disseminate it widely throughout the
organization, and quickly embody it in technologies and
products.
Ability to manage “knowledge” within the organization
adds value and contributes to competitive advantage.
 The Business environment forces are: Speed, Smart
products and Service intensity, Globalization, Shortening
product life cycle, and Network intensity
Introduction
www.creatingdemand.org
Introduction Manage “knowledge”
Copyright 2013-2014 Presentation by: Sachin Bansal

INFORMATION MANAGEMENT
Focus on recording and processing
explicit information
Takes information from multiple sources
and organizes into database system
designed for centralized information
storage and control
Emphasizes collaboration and sharing
Difference b/w Information Management & KM
Difference b/w Information Management & KM
KNOWLEDGE MANAGEMENT
Focus on capturing tacit and explicit
information
takes information from one source and
promotes reuse in other situations
designed for distributed access, storage
and control emphasises inquiries to
highly structured repositories
Dependent on well defined inquiries for
retrieval, productivity for efficiency
Employs technologies (e.g. visualization)
for knowledge discovery, productivity for
innovation

KM not only manages explicit knowledge but also tacit
knowledge that is embedded in the systems, products,
processes and in people’s minds.
Capturing tacit knowledge through periodic meetings,
apprenticeships, mentoring and a culture of sharing
KM is around people and not around technology.
KM program should relate to the organization’s purpose
and strategy.
KM architecture should be evolved with reference to the
corporate strategy and the strategic intent.
KM emphasizes on the creation and building of dynamic
organizational/ personal capabilities to interact with the
environment
De-mystifying Knowledge Management
De-mystifying Knowledge Management

 Organizational Knowledge: what an organization knows, how it uses what it knows and
how fast it can know something new
 Organizational Memory: An explicit , disembodied , persistent representation of
knowledge and information in the organization
 Types of Knowledge: Tacit and explicit
 Tacit knowledge :
highly personal “something not easily visible and expressible”.
Subjective insights, intuitions, and hunches.
Its two dimensions are :
technical dimensions consisting of informal skills and crafts
the cognitive dimension that encompasses schemata, mental models, beliefs
and perceptions.
Knowledge Management Conceptualization

Knowledge Cycle: The progression is from events to data, information and knowledge
Tacit Knowledge Cycle: The progression is from Functional to Phenomenal, Semantic
and application
Modes of Knowledge
 Conversion within Organizations:
from tacit to tacit across individuals through socialization with peers,
tacit to explicit by externalization process,
explicit to tacit by internalization process and from
explicit to explicit by combination . Internalization is closely related to
organizational learning. In externalization Metaphors, analogies figures, models
are used to communicate tacit kn.

Learning Cycle consists of : concrete experiences, reflective observation, abstract
conceptualization and active experimentation
Organizational Learning consists of :
Organization picks up signals from the environment (Past , Present and Future) ,
The organization analyses and reflects upon these experiences in the form of a
situation audit where SWOT are analyzed ,
The next stage is abstract conceptualization where the organization defines its
purpose , vision / mission, goals/ objectives and generates strategic options.
In the last stage , the organization implements the chosen strategy and monitors /
evaluates the performance of the strategy. This feedback on performance provides the
organization with a new set of experiences, leading to the next cycle
Learning Cycle & Strategic Process of Learning
Learning Cycle & Strategic Process of Learning

Organization knowledge creation is a continuous and a dynamic interaction between tacit
and explicit knowledge
Process of Knowledge Creation:
Enabling conditions, intentions, autonomy, fluctuation/ creative chaos, redundancy,
requisite variety .
(A). Externalization
1. Sharing of Tacit Knowledge: we need to evolve norms and/ or systems of
observation, documentation, reporting, and dissemination of practices, habits,
working patterns, style and thought process
2. Creating Concepts means sharing of tacit knowledge that corresponds roughly
roughly to socialization. Sharing is facilitated through the creation of a field of
interaction, where members share their experiences and mental models
Sharing Tacit Knowledge: The process starts with the ‘sharing of tacit knowledge’ that
corresponds roughly to socialization.
Creating Concepts: The shared tacit models , when expressed in words and phrases ,
give rise to explicit concepts or creating concepts and give rise to externalization process.
Knowledge Creation Process
Knowledge Creation
Process

 Justifying Concepts: Concepts created are justified in the light of whether they are
worthwhile for the organization to expend effort , time and resources.
 Building an archetype: When justified concepts are put to test in the form of an archetype
or prototype, the organization enters in this phase.
 Cross-leveling of knowledge: It kicks off a new cycle of knowledge –generation based
on prototype created. This new knowledge creation can happen either within organization or
outside the organization (amongst its customers, supplier, competitors, affiliates etc)
through dynamic interaction.
 Three major imperatives in this transformation: Use of metaphors and analogies ;
transforming personal knowledge in organizational knowledge; and an organizational
climate of chaos and redundancy
 Metaphors are used in organizations to highlight certain distinctive people , behavior,
products or processes
 Analogies are more structured ,and are used to highlight differences or similarities among
concepts
Knowledge Creation
Process

Dissemination of explicit individual knowledge among all in the organization
To transform tacit knowledge with individual to organizational knowledge :
 create an organizational climate of chaos and redundancy. When directions from the
top management are ambiguous , operational details are shifted to down to lower
ranks of the hierarchy. This fosters lot of creativity within the organization
Knowledge Creation
Process

Organizational Knowledge Creation Process, ..
• Enabling Conditions, intentions, autonomy, Fluctuation/ creative chaos,
Redundancy, requisite variety
• A +B = Internalization, C+D+E+F= Market
B. Combination
3.Justifying Concepts
4. Building an archetype
5.Cross Leveline Knowledge
A. Externalization
1.Sharing of tacit
knowledge
2. creating Concepts
C. From
Collaborating
organizations
D.
From
Users
E.
Internalization
By
Users
F.
Explicit Knowledge
As advertisement, patents
Products/ services
Organizational Knowledge Creation
Process

 Unloading burden of past experience, arising out of organizational history. It
blinds people from critically analyzing and confronting new data.
 To break organizational defensive routines or norms of behavior
 To overcome tunnel vision in people : people view context from their own
perspective and other reason is organizational structure, culture and norms.
 Bounded rationality : individuals enact and create their own world.
Organizations are socially constructed mental models residing in the minds of the
individuals. A systematic initiative is therefore required to break these obstacles
The main issue that arises ‘who in the organization is responsible for creation of
knowledge’? Yes-no individual or department
Challenges in creating Organizational knowledge ,
out of Individual Knowledge
Creating organizational knowledge Challenges

Stage 1: Capture-identify the required knowledge domains in alignment with
KM strategy, locate the source of knowledge (internal/external), and acquire or
generate the required knowledge
Stage2: Collate – classify/ codify the knowledge objects (document and create
knowledge bases), synthesize (seek patterns across different knowledge objects),
identify the target groups for the different knowledge objects , represent (refine,
organize and present the knowledge objects in a user friendly manner) , and
adapt (translate the knowledge objects to the local context)
Stage 3: Share- implement and maintain knowledge sharing systems (like
groupware, email, bulletin boards, meetings, etc) and disseminate (to the relevant
target groups)
The Process of Managing Knowledge in
Organizations.
Process of Managing Knowledge

Stage 4: Capitalize-monitor usage, assess/ measure the benefits of knowledge
management in terms of specified knowledge goals, get feedback, review and
renew the knowledge bases (including identification of new knowledge to be
captured), and embed knowledge into the organization’s value creation activities
(products, services, and or information)
Cycle of Knowledge Management Process: The stages are mutually exclusive ;
they are often concurrent, overlapping and do not necessarily progress
sequentially
Capture
Capitalize Collate
Share
The Process of Managing Knowledge in
Organizations.
Process of Managing Knowledge

 As per Beckman(1999)Six perspectives of KM are: Conceptual, Process,
Technology, Organizational, Management and Implementation
 The Conceptual perspective includes : storage media, accessibility, typology,
hierarchy and development of principles and frameworks for managing
knowledge
The Process perspective : generating , formalizing, distributing, sharing and
applying organizational knowledge
The Technological perspective :
use of I.T. for implementing a.
creation of a IT infrastructure ,
representation of the knowledge objects within the systems,
formation of knowledge repositories and databases,
forming integrated Performance Support Systems (IPSS) and knowledge
transformation by data mining etc
A Framework for Implementing Knowledge
Management Programs.
Framework for Implementing Knowledge

The organizational perspective is concerned with with the internal organization
that is created for spreading , evangelizing, and implementing KM.
 It deals with creating a culture of sharing, trust worthiness, collaboration and
cooperation
 The management perspective deals with the measurement and evaluation of
the benefits of implementing a KM program for business goals, emergent rewards
/ incentives/ motivational systems.
 The implementation perspective focuses on specific issues encountered in the
implementation process-
 the building of IT infrastructure,
 identification of critical success factors for implementing KM
understanding the prerequisites and challenges,
 integration of KM with business and corporate strategies
A Framework for Implementing Knowledge
Management Programs.
Framework for Implementing Knowledge

1. Knowledge Architecture: decisions include knowledge mapping, i.e., ‘what
knowledge is required for the business’ including objects required, their
location, who needs, how to classify, and codify this knowledge in
repositories, databases etc
2. Systems and Technology: includes implementation structures, systems for
dissemination, access and usage; and technology used for accumulation ,
review, administration and access control of the knowledge base generated
3. People Issues: includes motivating people to participate in the KM program;
creating a culture of knowledge sharing, institutionalizing awards,,
incentives and peer recognition schemes, and aligning compensation and
performance etc
Decisions in designing a KM Process
Designing a KM Process

Reputation to overall gains
Strategically connected with clients, engaging and
involving them:
•How to get closer to customers?
•To build brand awareness and enhance loyalty?
•To position new products and services for the effective
market penetration?
•To fulfill what customers really desire?
Specialties
Brand Strategy, business entry & planning, product
development, internet marketing, trade distribution,
public private partnerships, sustainable tourism
management and investment promotion.
Crafting, Operationalizing and
Implementing Growth
Strategies to maximize
opportunities in emerging
geographies;
experience as my strong
resource and capability
Sachin Bansal
Enhancing business profitability

SACHIN BANSAL- Chief Explorer
INDIA : +91 97111 90192
sb@creatingdemand.org
facebook.com/creatingdemand
DELHI LONDON MELBOURNE NEW
YORK ITALY
Enhancing business profitability….

Designing KM Architecture

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