DATA

Facts about situation

Neutral

Right data should be collected

Data should be updated

regularly

Raw material extracted from

environment

Cash register

Aero plane traveling

Cooking a cake

Contextualized

Structured

Categorized

Condensed

When we add
something to data

Information

Assign value to data

Transformation

Decision making

Problem solving

A
Find and send easily

C
Format and organize

T
Current for up-dated decisions

Complete understanding
Of
Information

Absorb information

Filter

Experience

Beliefs

Brought up

Capabilities

Useful actions

Problem solving

Decision making

Information + Personal knowhow

Knowledge

Dynamic

Ever changing

Why not static ?

Based on non-static things

20th Century

Information
how

+ Know-

21st Century

Knowhow

Information +

Know-how

Creation of value form

information

Types of knowledge

Expressed knowledge

What we know we know

Car owners manual

Travelers guide

Formulas, methodologies,
documents

Expressible knowledge

What we know we know but

not noted

Family business secrets

Know - what ( How things

work )

Know - what ( How things

work )
+

Know - what ( How things work )

+

Know - who ( Experts )

Inexpressible knowledge

What we know that cant be

noted

Where it is present ?

Minds of people

Changing information

Changing information
+
Expertise

Changing information
+
Expertise
=
Best solution

Hat Ribbon

Knowledge assets

Knowledge assets

Data

Knowledge assets

Data
Information

Knowledge assets

Data
Information
Expressed knowledge

Knowledge assets

Data
Information
Expressed knowledge
Expressible knowledge

Knowledge assets

Data
Information
Expressed knowledge
Expressible knowledge
Inexpressible knowledge

Management

?
Knowledge assets

Convert
information into knowledge

Apply knowledge
For
Value addition and competitive advantage

Knowledge Management

Historical overview

Historical overview

Master to apprentice in ancient

times.

Historical overview

Master to apprentice in ancient

times.
Aristotle.

Historical overview

Master to apprentice in ancient

times.
Aristotle.
Nonaka.

Historical overview

Master to apprentice in ancient

times.
Aristotle.
Nonaka.
Data storages

Historical overview

Master to apprentice in ancient

times.
Aristotle.
Nonaka.
Data storages.
Artificial intelligence. ( speech, language )

Historical overview

Master to apprentice in ancient times.

Aristotle.
Nonaka.
Data storages.
Artificial intelligence. ( speech, language )
Expert systems. (cloning of human
reasoning )

Historical overview

Master to apprentice in ancient times.

Aristotle.
Nonaka.
Data storages.
Artificial intelligence. ( speech, language )
Expert systems. (cloning of human reasoning )
Neural networks ( input-output pathways )

Historical overview

Master to apprentice in ancient times.

Aristotle.
Nonaka.
Data storages.
Artificial intelligence. ( speech, language )
Expert systems. (cloning of human reasoning )
Neural networks ( input-output pathways )
Information explosion.

SCM

Production
Apply knowledge to what we already
do

Innovation
Apply knowledge to what is new

Information handlers

Information handlers
Knowledge workers
(solve problems + Add value )

Work harder

Work harder
Work smarter

KM ( Hibbard 1997 )

Gathering firms collective expertise

KM ( Hibbard 1997 )

Gathering firms collective expertise

Data bases

KM ( Hibbard 1997 )

Gathering firms collective expertise

Data bases
Books

KM ( Hibbard 1997 )

Gathering firms collective expertise

Data bases
Books
Processes

KM ( Hibbard 1997 )

Gathering firms collective expertise

Data bases
Books
Processes
Peoples minds

KM ( Hibbard 1997 )

Gathering firms collective expertise

Data bases
Books
Processes
Peoples minds
Distribute to places for biggest
payoff.

KM ( Sveiby2000 )

Art of creating value

KM ( Sveiby2000 )

Art of creating value

From companys intangible assets

KM ( Brooking 1996 )

Accumulating knowledge assets

KM ( Brooking 1996 )

Accumulating knowledge assets

Use effectively for competitive
advantage.

Why KM now ?

Time span of competitive

advantage

Type writers

High speed of information

Two faces of

explosion

300 million pages on Internet

( 1999 )

300 million pages on Internet

( 1999 )
1 billion pages on Internet
(2002)

Knowledge is key value added

in products and services

Knowledge values more than

physical assets

Tobins Q formula

GMs

= $30 billion
( 2000 )

GMs

GMs

= $30 billion
( 2000 )
= $405 billion
( 1999 )

MS = $361 billion
( 2000 )

MS = $361 billion
( 2000 )
MS = $37 billion ( 2000 )

Total value

Total value Tangible assets

Total value Tangible assets

=
Knowledge asset

Globalization

Todays business world not dealing

with
Consumers

Prosumer

Prosumer
Aware of their needs

Prosumer
Aware of their needs
Active

Prosumer
Aware of their needs
Active
Give feed back

No more
knowledge hoarding

Early retirements

Early retirements
Rapid job changes

Early retirements
Rapid job changes
Tense working environment

Early retirements
Rapid job changes
Tense working environment
Downsizing

Roots of KM

Roots of KM

Business

Roots of KM

Business
Economics

Roots of KM

Business
Economics
Psychology

Roots of KM

Business
Economics
Psychology
Information

KM involves

KM involves

People

KM involves

People
Processes

KM involves

People
Processes
Technology

KM processes

Creation of knowledge

KM processes

Creation of knowledge

Distribution of knowledge

KM processes

Creation of knowledge

Distribution of knowledge

Application of knowledge

Existence before use

Creation of knowledge

Existing resources

Fostering environment

Packages

Acquire

Buy

Mergers

Social networks

Distributing knowledge

Good distribution system

Good distribution system

Early finding

Good distribution system

Early finding
Proper packaging

Good distribution system

Early finding
Proper packaging
Timely delivery

Early finding

Locate the source

Documents

Processes

People

Proper packaging

Right form

Right context

Regional

Cultural

Functional

Enable employee
to find
what he needs

Timely delivery

Push technology

Push technology
Avoid over loading

Pull technology

Pull technology
Avoid extra information

Application of knowledge

Medicine

The Holy Quran

Application
Is
Creation of value

Puzzle

Proper shape

Easy to understand

Compatible
with
work environment

Motivated employee

Suits
employees job requirement

Requirements Aligned
with
Companys objectives

Educate employees

Tacit knowledge
50% to

95%

Fuel
for
Innovation & Creativity engine

Only competitive advantage

in
Unpredictable business
environment

Fish

Vision without action

Action without vision

Vision with action can change

the world
Arthur Barker

System analyst

System analyst
Knowledge developer

Tacit knowledge

Explicit knowledge

Nonakas model of KC

Nonakas model of KC

Tacit to tacit communication

( socialization )

Discussions

Nonakas model of KC

Tacit to explicit communication

( externalization )

Brainstorming

Nonakas model of KC

Explicit to explicit communication

( communication )

Technology

Nonakas model of KC

Explicit to tacit communication

( internalization )

Deduce idea from report

Evaluating expert

Levels of expertise

Levels of expertise

Highly expert

Levels of expertise

Highly expert

Moderate expert

Levels of expertise

Highly expert

Moderate expert

New expert

Single experts

More experts

Understanding expert style

Holding of sessions

Understanding experience

Language problem

Type of interviews

Arrangement of questions

Reliability of information

Response bias

Inconsistency

Ending the interview

Other techniques

On-site observation

Brain storming

Electronic brain storming

Consensus decision making

The Delphi method

Concept mapping

Black boarding

Knowledge transfer

Knowing-doing gap

Atmosphere of trust

Push reasoning before process

Do than talk

Tolerate mistakes for learning

Cooperation & Collaboration

Not
Competition

Asses job satisfaction

Collective sequential transfer

Explicit inter team transfer

Internets

Intranets

Extranet
B2B

Chat rooms

Video communication

CRM

Organizational learning

Organizational learning
Companys collective ability
To

Organizational learning
Companys collective ability
To
Absorb information
And

Organizational learning
Companys collective ability
To
Absorb information
And
Learn from information

RICE model

RICE model
Responsiveness

RICE model
Responsiveness
Innovation

RICE model
Responsiveness
Innovation
Competency

RICE model
Responsiveness
Innovation
Competency
Efficiency

Creativity

Emerges when existing solutions

No longer serve the purpose

Innovation

Are responses to challenging problems