Knowledge management
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The document discusses knowledge management and its types, processes, and challenges. It describes two types of knowledge - explicit knowledge which is visible and available formally, and tacit knowledge which is invisible and confined to people's minds. Knowledge management involves capturing expertise, sharing knowledge, and applying it to help organizations. Some key challenges are changing culture to promote sharing, assessing knowledge value, and implementing knowledge strategies.
Knowledge management
- 2. Types Of Knowledge Explicit knowledge: It is the visible knowledge available in the form of letters, reports, memos, literatures, etc. Explicit knowledge can be embedded in objects, rules, systems, methods etc. Tacit knowledge: It is highly invisible and confined in the mind of a person. It is hard to formalize and therefore, difficult to communicate to others.
- 3. WHAT IS KNOWLEDGE MANAGEMENT? Process of capturing and making use of a firm’s collective expertise anywhere in the business Part of corporate culture, which supports the active exchange of information, knowledge & experiences. Viewing company processes as knowledge processes Knowledge creation, dissemination, upgrade, and application toward organizational survival Part science, part art, part luck
- 4. WHY KNOWLEDGE MANAGEMENT? Sharing knowledge, a company creates exponential benefits from the knowledge as people learn from it Building better sensitivity to “brain drain” Reacting instantly to new business opportunities Ensuring successful partnering and core competencies with suppliers, vendors, customers, and other constituents Shortens the learning curve
- 5. Frame Work Community Activities Value Individuals Teams/ Projects Business Results Output Personal Knowledge Data/ Documents Relationships
- 6. THE DRIVERS Technology Drivers. Process Drivers Personnel-Specific Drivers Knowledge-Related Drivers Financial Drivers
- 7. Critical Success Factors For KM Corporate Culture Motivation and skills Promotion by Top Management Structure & processes Information Technology
- 8. KM LIFE CYCLE Four-Process View of KM: Capturing – data entry, scanning, voice input, interviewing, brainstorming Organizing – cataloging, indexing, filtering, linking, codifying Refining – contexualizing, collaborating, c ontexualizing, collaborating, compacting, Projecting, mining Transfer – flow, sharing, alert, push Disseminate Use Store Create
- 9. CHALLENGES IN BUILDING KM SYSTEMS Culture — getting people to share knowledge Knowledge evaluation — assessing the worth of knowledge across the firm Knowledge processing — documenting how decisions are reached Knowledge implementation — organizing knowledge and integrating it with the processing strategy for final deployment
- 10. Matching Business Strategy With KM Strategy Competitive threats; government regulations; customer threats Focus on competitive advantage, role of IT, and level of creativity and knowledge innovation Quality and reliability of the infrastructure and IT staff and resources Regarding products or services, market, customers, suppliers, etc. Business Environment Strategic Plan KM Strategy KM Technology Impacts Impacts Enables Drives
- 11. KNOWLEDGE CAPTURE Explicit knowledge captured in repositories from various media Tacit knowledge captured from company experts using various tools and methodologies Knowledge developers capture knowledge from experts in order to build the knowledge base Knowledge capture and transfer often carried out through teams, not just individuals
- 12. Design of the KM Blueprint The KM system design (blueprint) addresses several issues: System interoperability and scalability with existing company IT infrastructure Finalize scope of proposed KM system with realized net benefits Decide on required system components Develop the key layers of the KM architecture to meet company requirements. Key layers are: User interface Authentication/security layer Collaborative agents and filtering Application layer Transport Internet layer Physical layer
- 13. Technical Layer of the KM System User Interface (Web browser software installed on each user’s PC) Authorized access control (e.g., security, passwords, firewalls, authentication) Collaborative intelligence and filtering (intelligent agents, network mining, customization, personalization) Knowledge-enabling applications ( customized applications, skills directories, videoconferencing, decision support systems, group decision support systems tools) Transport (e-mail, Internet/Web site, TCP/IP protocol to manage traffic flow ) Middleware (specialized software for network management, security, etc.) The Physical Layer (repositories, cables) Databases Data warehousing (data cleansing, data mining) Groupware (document exchange, collaboration) Legacy applications (e.g., payroll) 1 2 3 4 5 6 7
- 15. KM Performance Skills Assessment Community Activities Value Individuals Teams/ Projects Business Results Output Personal Knowledge Data/ Documents Relationships Business Metrics Interviews Social Network Analysis Data & Observation Repository / Surveys
- 16. KM Measurement KM Index Balanced Score Card
- 17. Benefits anticipated Increase in collaboration, conversation amongst the employees Making the experts expertise available throughout the organization. Reduce loss of intellectual capital from people leaving the company. Reduce cost by decreasing and achieving economies of scale. Minimize redundancy of knowledge-based activities Increase productivity by making knowledge available more quickly and easily Promote innovations Give equal opportunities to all the individuals to express and share their knowledge.
- 18. Knowledge Communities Roles: CKO: Chief Knowledge Officer Champion Convener Practice Leader Lead Expert Practitioners.
- 19. KM Portals Of Some Companies
- 20. NASA
- 21. Infosys
Editor's Notes
- #15: The ideal knowledge organization allows people to exchange knowledge across functional areas via technology and established processes Knowledge internalized and adopted within the culture of the organization