Knowledge Management 101
- 1. Knowledge Management 101 Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
- 2. Definitions… Knowledge. Information in action! The mental capacity to produce results (e.g., solve a customer’s problem, make business decisions, etc.). Management. The act or art of directing or controlling. Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation Knowledge Management (KM). A conscious strategy to foster, capture, and share knowledge and expertise to help achieve business results.
- 3. What is Knowledge? Source: R. Ackoff’s “Pyramid to Wisdom” (1989, 1996) Data Information Knowledge Wisdom Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation Raw / hard facts Collection of related data with context and perspective Organized information that provides guidance or initiates action Understanding that permits knowledge to be used
- 4. Types of Knowledge Source: I. Nonaka’s SECI (1991) Explicit Knowledge. Knowledge that is written down – and thus, easily recorded, shared, tracked, and measured, as well as edited or improved by others. Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation Tacit Knowledge. Knowledge in your head. What you know but cannot easily share that lets you do a better job.
- 5. Basic KM Model Source: D. Skyrme (1998) Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation Create Identify Classify Access Use / Exploit Collect Organize / Store Share / Disseminate
- 6. SECI Spiral Model Source: I. Nonaka and H. Takeuchi (1995) Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation FROM TO
- 7. SECI Spiral Model Source: I. Nonaka and H. Takeuchi (1995) Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
- 8. SECI Spiral Model Source: Graham-Durant Law (2004) Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
- 9. Why is KM important for IBM Daksh? Need to manage and share knowledge given our growing organization (e.g., multiple centers with over 25,000 employees). Quality, Speed and Innovation : the keys to growth in the BPO industry are all knowledge-based. Enhance employee retention rates by recognizing the value of their knowledge & rewarding them accordingly. Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
- 10. KM Programs in IBM Daksh Two key thrusts: Creating New Knowledge “Innovation that matters” Bright Ideas Eurekas Sharing Existing Knowledge “Knowing what you know” Replicators Best Practices Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
- 11. Questions? Strategic Quality – IBM Daksh Business Process Services Philippines Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation