KNOWLEDGE

MANAGEMENT

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agenda

• Knowledge Management – Emerging Perspective

• Forms of Knowledge
• Importance of knowledge management
• Challenges of Knowledge Management
• Concepts of knowledge management
• Knowledge Management at Orange

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knowledge management — emerging
perspectives
What is knowledge management and why is it so
important to each and every one of us ?

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what is knowledge ?

• “Knowledge is experience. Every thing else is just information” –

Albert Einstein

• Knowledge is information combined with experience, context,

interpretation and reflection. It is high value form of information that is
ready to apply to decisions and actions

• “The wise see Knowledge & action as one” – The Bhagavad Gita

• Knowledge is information in action. Knowledge is what people in an

organization know about their customers, products, processes, mistakes,
and successes

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classic data to knowledge hierarchy

Expertise Individual, judgmental

Contextual, tacit

Knowledge

Explicit
Information
Raw, Easily transferable

Data

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forms of knowledge
 Explicit Knowledge / Enterprise Knowledge
- Formal and systemtic
- Easily communicated and shared
- Recordable, articulatable, transmittable
- E.g.: product Specification, Computer Programme, Process
sheets etc.

 Tacit Knowledge / Individual Knowledge

- Hard to formalize, as it differs from individual to individual.
- Difficult to communicate
- Deeply rooted in action
- Judgement, Intuition, Feelings
- Inside Locked and inimitable unless being revealed.
- Consists of
• Technical Skills (Know – How & Why) and
• Cognitive Dimensions (mental models)

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understand why you consider KM
This is one of the few questions in KM which only has one valid
answer. If you’re not doing KM to improve your business activity in
some way, then stop, take a couple of steps back, and start thinking
again.

Understanding Knowledge Management requires

understanding of
knowledge , knowing the process and how that differs
from
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information and information management.
importance of knowledge management

Processing data can be performed by machine, but only the human

mind can process knowledge or even information.

Using Knowledge Management techniques can bring significant benefits

to an organization, provided that they are used with a clear set of
business performance objectives . KM can help to:
• Reduce costs
• Increase effectiveness
• Improve quality
• Drive innovation
• Reduce operational risks associated with information management

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so what is knowledge management

 Historically known by a variety of other names

• Document Management
• Product Data Management
• Content Management
• Data warehousing/mining

 All are wrestling with data management functions

• Relationships
• Access
• Version management

Contd…

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so what is knowledge management

What are your ideas?

• What have you read?
• What have you heard?
• What do you imagine?
•

“Knowledge management (KM) is an effort to increase useful knowledge

within the organization. Ways to do this include encouraging
communication, offering opportunities to learn, and promoting the sharing
of appropriate knowledge artifacts.”

Contd…

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so what is knowledge management

• Key to all of these is knowing what data to access, by whom, when

• It's NOT about creating an encyclopedia that captures everything that anybody ever knew.
Rather, its about keeping track of those who know the recipe, and nurturing the culture
and the technology that will keep them talking. The possibilities for increased functionality
are exponential

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working definition

Knowledge Management is the explicit

and systematic management of vital
knowledge - and its associated processes
of creation, organization, diffusion, use and
exploitation.

The central theme of Knowledge Management is to leverage

and reuse knowledge resources that already exist in the
organization so that people will seek out best practices rather
than reinvent the wheel.

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knowledge management arrives

‘Silly me. I thought knowledge management meant it’s

not what you know but who you know.’
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what does KM involve

Identify Acquire Manage Disseminate

• Ensure right knowledge to right persons at right time

and in right format
• Leverage existing Knowledge and potential of IT
• Make knowledge sharing a dominant culture
• Gain Competitive Advantage

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> The efficiency of a firm depends on how
fast it bridges the gap between what it
knows and what it needs to know

Knowledge Gap
g e
Change

a n
C h
o f
a te
R n i ng
ar
o f Le
Rate

Time
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two thrusts of KM

1. Sharing existing knowledge

“Knowing what you know”

KM

2. Knowledge for Innovation

“Creating and Converting”

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the challenges of knowledge management

Not only of how to develop new knowledge,

BUT

• how to locate and acquire others’ knowledge

• how to diffuse knowledge in your organisation
• how to recognize knowledge interconnections
• how to embody knowledge in products
• how to get access to the learning experiences of customers

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knowledge management initiatives

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Knowledge Management
Training
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Create Knowledge Management
Strategy
20 Benchmark/Audit current
situation
Develop/Measure intangible
15 assets
Promote informal Knowledge
Management Networks
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Establish formal Knowledge
Management Networks
5 Incentive and reward program
for knowledge sharing and use

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 barriers to implementing knowledge managemen

Negative attitudes to knowledge

3.5 Unwillingness to share knowledge

3.3
Willingness to share knowledge but
3.1 too little time for individuals to do so

Lack of skill in knowledge

2.9
management techniques
2.7 Lack of understanding of
knowledge management and
2.5 benefits
Lack of appropriate technology
2.3
Lack of commitment to knowledge
2.1
management from senior
management
1.9 Lack of funding for knowledge
management initiatives
1.7
Current culture does not encourage
1.5 knowledge sharing

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 crucial concepts for knowledge
management

Information = Knowledge

• Information is digitisable

• Knowledge exists in intelligent systems

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knowledge-information cycle

Information Use

Knowledge Creation Information Creation

Intelligent System Knowledge Use

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critical concepts for knowledge management
what is to manage?

• Organisational information

• Organisational knowledge

• Individual knowledge

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knowledge management at Orange Business
Services

Orange Business Services - Professional Services (PS – now Consulting &

Solutions Integration) launched a Knowledge Management (KM) strategy in
late 2005. Its purpose was to enable greater collaboration, knowledge
sharing and to maximize the value of Intellectual Capital (ICAP) generated
by employees. The principle behind the KM strategy has always been to
encourage access, support and participation to other business units within
Orange Business Services as one global team.

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Orange Business Services KM objectives

The Knowledge Management team is responsible for the delivery

to
the business of KM solutions that:

• support sharing of ICAP, reduce duplication and add value

throughout business processes
• centrally store data to gain the maximum benefit from
collaborative working
• drive business margins, to meet financial objectives
• support the new distributed business model
• provide a stand-alone infrastructure, for stability and
scalability
• provide sufficient user support at all levels in the business
from overall administration down to business content
managers covering particular business areas.

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Orange Business Services KM strategy
Knowledge Management has deployed cost-effective KM technologies
that bring business benefits by collectively sharing knowledge and
collaborating freely.
KM has deployed low-cost, high-return on investment web services
such as the KM Forums, and KM Wikis. Together with the KM
repository, Content DB - a full document management system with
advanced functionality

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Orange welcomes knowledge management

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km applications
Main KM Applications:
- KM Wikis
- KM Forums

KM Search - SES

Content DB
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 knowledge management team
The KM team is comprised of a small unit of professionals dedicated to
supporting and developing the KM community at Orange Business Services.

Head of KM - Darren Phillips KM Consultant - James Levey KM Portfolio Engineer - Ben Stanley

New member
Ryan Musselwhite

KM Business Analyst - Jeroen Root KM Applications Developer - John Parlane

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to conclude

• Not to reinvent the wheel : solution exists/ known

somewhere in the organization
• Learn from past mistakes – ours or others
• Knowledge resource depletion, Reduction, migration &
brain-drain
• Innovate & lead change in the business

Wise Men Learn from their Mistakes

The Wiser Learn from Others mistakes also

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the KM journey - the fivefold way

• Establish effective information capture and management systems & processes

• Identify/map organisational & individual knowledge capabilities – your knowledge
asset register
• Codify knowledge where possible, but don’t discard non-codifiable (tacit)
components
• Nourish a culture that supports and rewards knowledge sharing
• Promote individual knowledge development

AND THEY ALL INTERACT!

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Q&A

• What is the classic hierarchy of knowledge ?

• What are the forms of knowledge ?
• What are the two thrust of knowledge management ?
• Mention any two challenges of knowledge management ?
• Mention any three importance of knowledge management ?
• Which team in Orange launched knowledge management ?
• What are the main applications of knowledge management ?

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