Questions/ Discussion

Fad or Fundamental?
Why Knowledge, Why Now?

Action Plan
Getting Started

Knowledge Management

Key Concepts
A Bit of Theory

Critical Success Factors


The Knowledge Agenda

Services and Processes Knowledge Goods & S rvic s Information ‡ Global Customers ‡ Changing Needs ‡ Time-to-market ‡ µSmart¶ Products ‡ Customization ‡ Service ‡ Quality ‡ Intangibles .Innovation in Products.

TQM.Learning Organization Business Transformation (BPR. culture) Innovation Knowledge anagement Intellectual Assets/Capital Knowledge-based Systems Information Management .

tacit Transfer needs learning Codifiable. explicit Easily transferable . judgemental Contextual.Intelligence Knowledge Information Data Human.

I.Source: The knowledge creating company. Nonaka and H. Takeuchi Tacit Socialization Externalization From Explicit Internalization Combination Tacit To Explicit .

Chaotic knowledge processes Human knowledge and networking Information databases and technical networking Systematic information and knowledge processes .

use and exploitation. diffusion.and its associated processes of creation. .Knowledge Management is the explicit and systematic management of vital knowledge . organisation.

peers in execution of work Technology Infrastructure . Domino.Š Š Š Š Š Š Š Knowledge Teams .personal/team/org development Communities of Practice . IAM.experts.CKOs. IC accounting . doc mgt Corporate Initiatives . best practice Knowledge Centres .multi-disciplinary.Intranets. cross-functional Knowledge (Data)bases .hubs of knowledge Learning Organization .

Sharing existing knowledge ³Knowing what you know´ Knowledge for Innovation ³Creating and Converting´ .

¶smarts· add value Knowledge in People .do we know what we know? Knowledge in Relationships .intellectual capital .know-how when needed Organizational Memory .but people ¶walk· Knowledge in Processes .richness and depth Knowledge Assets .the most vital knowledge Knowledge in Products .Š Š Š Š Š Š Š Customer Knowledge .

Innovation Cycle Codify Identify Embed Product/ Process Create KM Cycle Collect Classify Knowledge Repository Organize/ Store Diffuse Use/Exploit Access Share/ Disseminate .

Rover. PwC.Buckman. Analog Conversion .Š Š Š Š Š Š Š Create/discover . Dow .Monsanto Measure/exploit . PwC Diffuse . Process/culture . Glaxo Wellcome Codify . Andersen etc.Cigna.Skandia.BHA.3M. Miller. Thos.H-P. BP Use . Standard Life. Steelcase.

A strategy led initiative .learning org. focus Š Workshops to convert rhetoric to action plans Š Using Intranets to share R&D. help approvals Š Library. document management support Š Reoreinted Technical Architecture Š Challenge is creating ¶sharing culture· Bottom Line .better RoIC Š .

expertise New science competencies Marketing products Strategy .µYellow pages¶ . Team Skills Knowledge Network Architecture Communications People .manager skills .Learning History Process Improvements .Quality etc.customer dialogue .

editors and advisers Š Taxonomy .SM Knowledge is their business Š Systematic processes .International Business Language Š Common formats on information Š Lotus Notes for multiple ¶views· Š Adding contextual/contact information Bottom Line: Better solutions in less time Š .sharing ¶best practice· Š Knowledge centres .

forums Š K·Netix (sm) . virtual conferences.knowledge sharing Intranet Š Metrics .open.´Solutions lie in minds. unrestricted communication Š .direct customer engagement Bottom line .up in 30 days Š Knowledge Transfer department and VP Š CEO monitors and uses the network Š FAQs.CIS) . not databasesµ Š Corporate network (V1 .

ongoing growth and value . development Bottom line . success factors.will drive operating units ƒ ´visualiseµ. indicators.Š Š Š Š Š First to publish ¶intellectual· balance sheet Visible assets vs. invisible assets IC = customer + human + structural IT + IC + values = Intelligent organisation Not just sums .

groupware etc.Skills.Vision Levers Processes People Measurement Information Space Foundations µHard¶ infrastructure .Cultures . learning.Intranet.HR Policies . µSoft¶ .Enablers Leadership Structures . + Tools and Techniques .

Š Š Š Š Š Š Š A key enabler Access anytime. Intranets . anywhere.about Knowledge) Hybrid. virtual teams .groupware Point solutions e. mapping New generation of Knowledge Based systems Focus on the I (Information . anyhow Lotus Notes. data mining.g. First Class.

capabilities . ¶dialogue·. information fiefdoms Directors of Knowledge (Intellectual Capital) Facilitating knowledge processes ƒ change teams.vs. online techniques Š Developing personal skills ƒ Š New measures of human capital.Š Š Š A culture of sharing . info management. development workshops etc.

Š Š Š Š Š Š Š Strong link to business imperative Compelling vision and architecture Knowledge leadership Knowledge creating and sharing culture Continuous Learning Well developed ICT infrastructure Systematic knowledge processes .

site visits. Find out where you are! ƒ do an assessment.1. Understand the seven knowledge levers ƒ . look for existing practice and top level sponsors attend seminars. assemble resources find how knowledge adds value to your business 2. Start the learning process ƒ 4. Identify the knowledge champions ƒ 3.

Develop a road map for knowledge ƒ . Initiate a Pilot Project ƒ 7. levers.5. networks. strategies. goals. Identify Related Initiatives ƒ an opportunity for collaboration? look for quick wins. within long-term framework assessment plus enablers. Assess Organizational Readiness ƒ 8. resources.µ 6. foundations vision.

Source: ENTOVATION Collaborative Process Communications Technology 10 8 6 4 Performance Measures Leadership/Leverage 2 0 Education/Development Market Image Learning Network Alliances/Joint Ventures Products/Services Innovation Intelligence .

The End .

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