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• • • • • • Knowledge Management – Emerging Perspective Forms of Knowledge Importance of knowledge management Challenges of Knowledge Management Concepts of knowledge management Knowledge Management at Orange
knowledge management — emerging perspectives
What is knowledge management and why is it so important to each and every one of us ?
and successes 4 . Every thing else is just information” – Albert Einstein • Knowledge is information combined with experience.what is knowledge ? • “Knowledge is experience. products. context. mistakes. 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. interpretation and reflection. processes. Knowledge is what people in an organization know about their customers.
judgmental Contextual.classic data to knowledge hierarchy Expertise Individual. Easily transferable . tacit Knowledge Information Data 5 Explicit Raw.
Judgement. .E.Inside Locked and inimitable unless being revealed. . Tacit Knowledge / Individual Knowledge . Process sheets etc.g. transmittable . as it differs from individual to individual.Consists of • Technical Skills (Know – How & Why) and • Cognitive Dimensions (mental models) 6 .forms of knowledge Explicit Knowledge / Enterprise Knowledge .Easily communicated and shared .Difficult to communicate .Deeply rooted in action . Computer Programme.Formal and systemtic .Recordable.Hard to formalize. Intuition. Feelings .: product Specification. articulatable.
Understanding Knowledge Management requires understanding of knowledge . 7 . knowing the process and how that differs from information and information management.understand why you consider KM This is one of the few questions in KM which only has one valid answer. and start thinking again. If you’re not doing KM to improve your business activity in some way. then stop. take a couple of steps back.
provided that they are used with a clear set of business performance objectives . but only the human mind can process knowledge or even information. KM can help to: • Reduce costs • Increase effectiveness • Improve quality • Drive innovation • Reduce operational risks associated with information management 8 .importance of knowledge management Processing data can be performed by machine. Using Knowledge Management techniques can bring significant benefits to an organization.
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… 9 .
” Contd… 10 . Ways to do this include encouraging communication.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. offering opportunities to learn. and promoting the sharing of appropriate knowledge artifacts.
so what is knowledge management • Key to all of these is knowing what data to access. Rather. and nurturing the culture and the technology that will keep them talking. by whom. its about keeping track of those who know the recipe. The possibilities for increased functionality are exponential 11 . when • It's NOT about creating an encyclopedia that captures everything that anybody ever knew.
12 . diffusion. organization.working definition Knowledge Management is the explicit and systematic management of vital knowledge . 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. use and exploitation.and its associated processes of creation.
’ 13 . I thought knowledge management meant it’s not what you know but who you know.knowledge management arrives ‘Silly me.
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 14 .
> The efficiency of a firm depends on how fast it bridges the gap between what it knows and what it needs to know Change of e at R ha C ge n o Rate g arnin f Le Time 15 Knowledge Gap .
Sharing existing knowledge “Knowing what you know” KM 2. Knowledge for Innovation “Creating and Converting” 16 .two thrusts of KM 1.
the challenges of knowledge management Not only of how to develop new knowledge. BUT • • • • • how how how how how to to to to to locate and acquire others’ knowledge diffuse knowledge in your organisation recognize knowledge interconnections embody knowledge in products get access to the learning experiences of customers 17 .
knowledge management initiatives 30 Knowledge M anagement Training Create Knowledge M anagement Strategy 20 Benchmark/Audit current situation Develop/M easure intangible assets Promote informal Knowledge M anagement Networks Establish formal Knowledge M anagement Networks Incentive and reward program for knowledge sharing and use 25 15 10 5 0 18 .
9 2.1 2.barriers to implementing knowledge managemen Negative attitudes to knowledge 3.5 Lack of commitment to knowledge management from senior management Lack of funding for knowledge management initiatives Current culture does not encourage knowledge sharing Willingness to share knowledge but too little time for individuals to do so Lack of skill in knowledge management techniques Lack of understanding of knowledge management and benefits Lack of appropriate technology Unwillingness to share knowledge 19 .3 3.3 2.7 1.7 2.9 1.5 2.5 3.1 1.
crucial concepts for knowledge management Information = Knowledge • Information is digitisable • Knowledge exists in intelligent systems 20 .
knowledge-information cycle Information Use Knowledge Creation Information Creation Intelligent System Knowledge Use 21 .
critical concepts for knowledge management what is to manage? • Organisational information • Organisational knowledge • Individual knowledge 22 .
Professional Services (PS – now Consulting & Solutions Integration) launched a Knowledge Management (KM) strategy in late 2005. knowledge sharing and to maximize the value of Intellectual Capital (ICAP) generated by employees.knowledge management at Orange Business Services Orange Business Services . Its purpose was to enable greater collaboration. 23 . 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.
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. reduce duplication and add value throughout business processes • centrally store data to gain the maximum benefit from collaborative working • drive business margins. 24 . to meet financial objectives • support the new distributed business model • provide a stand-alone infrastructure.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.
Orange Business Services KM strategy Knowledge Management has deployed cost-effective KM technologies that bring business benefits by collectively sharing knowledge and collaborating freely. Together with the KM repository. Content DB . and KM Wikis.a full document management system with advanced functionality 25 . high-return on investment web services such as the KM Forums. KM has deployed low-cost.
Orange welcomes knowledge management 26 .
km applications Main KM Applications: .KM Forums KM Search .KM Wikis .SES Content DB 27 .
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.John Parlane 28 .Jeroen Root KM Applications Developer . Head of KM .Ben Stanley New member Ryan Musselwhite KM Business Analyst .James Levey KM Portfolio Engineer .Darren Phillips KM Consultant .
migration & brain-drain Innovate & lead change in the business Wise Men Learn from their Mistakes The Wiser Learn from Others mistakes also 29 .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.
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.the KM journey . 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! 30 .
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 ? 31 .
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