KM Models and Samples
Download as PPTX, PDF0 likes981 views
This document discusses characteristics of a "knowledge organization" and provides examples from the real estate industry. It argues that a knowledge organization's main assets and profits come from intellectual capital. It then lists several key aspects of a knowledge organization, including structured data, information holdings, defined processes, and a culture of knowledge sharing. The document proposes some specific ideas for sharing information and knowledge, such as communities of practice, best practices documentation, and exit interviews. Overall, it advocates for organizations to focus on knowledge management in order to remain innovative and aware of their external environment.
KM Models and Samples
- 1. A few Models and Samples….for discussion David G. Jones M.A. Shibumi Management Canada Shibumi.management@gmail.com
- 5. What would a true “Knowledge Organization” look like? To find one, we need to look for an organization that may well make and sell things, but its major profit centre is other than that. Its profit needs to be in intangibles – it needs to consider its key assets to be intellectual, and its best workers owners, managers and brokers of intellectual capital. A real estate company fills the bill. It is a good model for a knowledge enterprise.
- 6. Business model and culture Processes Information and Knowledge Methods Data Summarizes – for the most part – as intellectual and human capital
- 7. • Masses of structured data (transactions, state of economy, street resident index, telephone directories) • Large information holdings: (mortgage rules; lenders and interest rates; maps; marketing methods and costs; existing and potential customers; communications practices; intellectual capital) •Great knowledge in: (qualifying, finding / matching properties and clients, selling, closing)
- 8. • Well defined processes in: • recruitment and retention • marketing • continuous improvement • managing business intelligence • A culture of information sharing, tips and advice and collaboration • A business model focused clearly on organizational and individual success and sustainability
- 9. Achieving enterprise-wide definition, establishment, operation and continuous improvement of the organization and its capability; its information and knowledge; and its collaborative information technologies – all directed towards ensuring the organization remains firmly focused on operational effectiveness. ……….I would call this “Knowledge Management”
- 10. Complacency is simply non-operative in a knowledge organization. Internal knowledge relations are important for activity -> outcome relationships; but elegant harmonization between the organization and its environment is mission critical. It is of no use to be brilliantly positioned and fully alert if you are not entirely aware. To ensure high capability the organizations needs to enshrine R&D into basic operations. It needs a culture of exploration and risk taking. It needs innovation, and innovators. Here‟s a few launch ideas for imagination, exploration and expansion.
- 11. Information Knowledge Libraries and learning centres Communities of Practice Vertical files Interactive presentations Classifications (Metadata, De-briefs (events, experiences, taxonomies, ontologies) situations, locations, etc. etc.) Meeting places Best practices Experience sharing (interesting and Knowledge transfer potentially useful articles, books) “Explorations” (as in “what if?”)(as Information management including in “what do we know, what don’t we sharing (e.g. roles and know, what do we need to know?”) responsibilities) Clients, partners and relationship Clients and partners (who) profiles) (Corporate intelligence) Enterprise FAQs and templates Scenarios, models, frameworks
- 12. Information Knowledge Document and records management On-line centres of expertise (loaded Repositories i.e. static) and interactive (i.e. “virtual Mail management mentoring”) “knowledge tools” Enterprise directories Workgroup computing Architecture and standards Interactive Web Portals Employee skills and interests Media inter-operability database (with relationship to Search engines and automatic succession planning) analysis tools Forums and social networks Databases and business applications Conference debriefs After-action reports Exit interviews
- 13. Knowledge Transfer Leveraging and Retention Deployment de-brief Infrastructure Knowledge download Shared Drives and repositories Words of Wisdom (retirements, Employee Profiles departures) Knowledge Centre Just In Time KM Interactive Forums Building a database Linking for Success Rules for Good Governance Info Management (know when to hold „em and when to fold „em)
- 14. Experienceonce – Exposed share widely Relationships Conference sharing and Internally - between feedback similar functions Best or good practices Externally - with Great books and stakeholder magazine articles community
- 15. It may. But it is surprising how few organizations do a good job of maintaining an employee phone directory. Few allow easy access to employee job titles and key functions. Many do not allow collaboration (or even communication) that goes against the official org chart. And as there are many “sacred cows” that must not be tampered with, many organizations spend fortunes on “KM initiatives” that are – quite simply – doomed to failure. Failure is assured when you overlay state of the art tools and techniques on obsolete structures and processes.
- 16. David G. Jones M.A. @shibumimc Shibumi.management@gmail. com See also: http://shibumimanagementcanada.wor dpress.com/2011/10/27/picturing-km- knowledge-management- 21e0w8ynph54k-41/
Editor's Notes
- #2: KM suffers from far too much democracy. Rather than “on size fits all” there is a limitless range of meanings that one can adopt, and develop. In part, this stems from the influence of the IT industry, the professional Information Managers, and input from such disciplines as Human Resources Management, Organizational Development and Strategic Planning. While this melange has helped with dialogue, it has not helped drive a synthesis.
- #4: Where knowledge is and whether it is important or not is not always evident. Just as this scrum is far more defined and complex than one would think, so too are organizations – which need to be carefully studied before “solutions” are imposed on them.
- #5: Organizations do things like rolling out “network computing” when there is no collaboration culture. They are then surprised when nobody uses it.
- #11: If you have intentions of “doing” KM in your organization, then you need to open the doors and let some fresh air in. Really challenge yourself to answer the question: “Why do I want to do this?” Then, if you have a good answer (i.e. you have some problems, challenges or objectives defined) then to need to examine the organization – fully define that need – and when you are there, look at solutions.