Knowledge Management

KM ELEMENTS
• https://www.researchgate.net/figure/Knowled
ge-Management-Components-and-Sub-eleme
nts-Bahatt-2000_fig1_257922672
 Peer Assist
• https://www.youtube.com/watch?v=ObmQy
W3EiiE
Brainstorming
Incentive Scheme
 KM Tools

KM Tools IT Based
Document Management: KM Starting Point
Version control is a system that records changes to a file or set
of files over time so that you can recall specific versions later. 

• MS Sharepoint (
https://products.office.com/en-us/sharepoint/collaboration)
• IBM Lotus Domino (
https://www.ibm.com/us-en/marketplace/ibm-domino/res
ources
)
• Oracle iFS (no one uses right now)
 Enterprise Information Portal
• In one model, an EIP is made up of these elements: access/search, categorization, collaboration, personalization, expertise
and profiling, application integration, and security.
 
• Access/search: Access/search allows a user to get all the information needed (but no more) in the desired context. For
example, a loan officer does not need marketing information to approve a loan. An EIP makes sure the loan officer gets
only the information needed.

• Categorization: An EIP categorizes all information so that it is delivered to the user within the context needed (think of the
subject structure on Yahoo)

• Collaboration: An EIP allows individuals to collaborate regardless of geographical location.

• Personalization: The information provided to individuals using an EIP is personalized to that person's role, preferences,
and habits.

• Expertise and profiling: Expertise and profiling is essential for the collaboration element of an EIP. Individuals within an
enterprise are profiled according to their experience and competencies. If an individual needs to collaborate with others,
he can choose those that are qualified for the project.

• Application integration: This allows individuals to deliver, access, and share information regardless of applications used.

• Security: This provides information to users based on security clearance. The user logs on and is given access only to
information that the user is authorized to access.
• https://www.guru99.com/what-is-sap-definiti
on-of-sap-erp-software.html
EIP example
Knowledge Map and Skill Management

• A knowledge map is a visual aid that shows

where knowledge can be found within a group
or organization, and how to find those with the
most expertise.
• Often referred to as an “inventory of
knowledge”, these maps are organized using
various interconnected nodes to make it easy to
find out where to look for information.
 Why use knowledge maps?

• When dealing with large amounts of complex

data, not everyone is going to an expert on
every subject; having a simple tool for finding
those within an organization who have specific
skills is both time-saving and efficient.
• Instead of having to look up information you
may not be familiar with, a knowledge map
can lead you directly to someone who can
help.
 Groupware
Groupware is technology designed to facilitate the work of groups. This
technology may be used to communicate, cooperate, coordinate, solve
problems, compete, or negotiate. While traditional technologies like the
telephone qualify as groupware, the term is ordinarily used to refer to
a specifc class of technologies relying on modern computer networks,
such as email, newsgroups, videophones, or chat.

Groupware technologies are typically categorized along two primary

dimensions:

1. whether users of the groupware are working together at the same

time (“realtime” or “synchronous” groupware) or different times
(“asynchronous” groupware), and

2. whether users are working together in the same place (“colocated” or “face-to-face”) or in
different places (“non-co-located” or
“distance”).
 Workflow System
Workflow systems allow documents to be routed through organizations

through a relatively-fxed process. A simple example of a workflow

application is an expense report in an organization: an employee enters

an expense report and submits it, a copy is archived then routed to the

employee’s manager for approval, the manager receives the document,

electronically approves it and sends it on and the expense is registered

to the group’s account and forwarded to the accounting department

for payment. Workflow systems may provide features such as routing,

development of forms, and support for differing roles and privileges.

 Intellectual Capital
• Components
- Human Capital :Relates to workers
: Experience
: Formal Training
: Know-How
: Loyalty to firm
: Motivation to work
• Relational Capital - Relates to customers/
sub-contractors, vendors, suppliers
: Trust & Loyalty
: Demand and supply of information
: Contracts and partnerships
• Structural Capital or Organizational Capital :
Relates to firms
: Management system and processes (e.g. ISO 9001,
ISO 14001, BS8555);
: Policies, Standards and procedures
: Communication & Knowledge Sharing
: Culture
: Intellectual Property, Patents, Brand Name &
Trademarks
 Social Capital

Social capital broadly refers to those factors of

effectively functioning social groups that include
such things as interpersonal relationships, a
shared sense of identity, a shared
understanding, shared norms, shared values,
trust, cooperation, and reciprocity.
 Balance Scorecard
• The Balanced Scorecard (or balance score card) is a strategic
performance measurement model which is developed by Robert
Kaplan and David Norton. Its objective is to translate an organization’s
mission and vision into actual (operational) actions (strategic
planning).
• In addition, it can help provide information on the chosen strategy
more, manage feedback and learning processes and determine the
target figures. The (operational) actions are set up with measurable
indicators that provide support for understanding and adjusting the
chosen strategy. The starting points of the balanced scorecard are
the vision and the strategy that are viewed from four perspectives:
the financial perspective, the customer perspective, the internal
business processes and learning & growth.
 Financial Perspective
• The financial perspective is important for all shareholders and other
financial backers of an organization. It answers the question: “How
attractive must we appear to our shareholders and financial
backers?”. This is mainly a quantitative benchmark based on figures
from the past.

• In addition, it provides a reliable insight into the operational

management and the sustainability of the chosen strategy. The
delivered added value from the other three perspectives will be
translated into a financial success. This is therefore a quantification
of the added value that is delivered in the organization. After all in
the balanced scorecard, when there is a higher added value, the
profits will also be higher.
 Customer perspective

• Each organization serves a specific need in the market.

This is done with a target group in mind, namely its
customers. Customers determine for example the
quality, price, service and the acceptable margins on
these products and/or services. Organizations always
try to meet customer expectations that may change at
any time. The existence of alternatives (those of the
competitor) has a large influence on customer
expectation. This perspective answers the question:
“How attractive should we appear to our customers?”
 Internal Business Processes

• From the perspective of internal processes the question

should be asked what internal processes have actually
added value within the organizations and what
activities need to be carried out within these processes.
• Added value is mainly expressed as the performance
geared towards the customer resulting from an optimal
alignment between processes, activities and decisions.
This perspective answers the question: “What must we
excel at to satisfy our customers and shareholders/
financial backers?”
 Learning and growth

• An organization’s learning ability and innovation

indicate whether an organization is capable of
continuous improvement and/or growth in a
dynamic environment. This dynamic environment is
subject to change on a daily basis due to new
legislation and regulations, economic changes or
even increasing competition.
• This perspective answers the question: “How can
we sustain our ability to achieve our chosen
strategy?”.
 Balance means
• As the name suggests, the equilibrium or balance is an
important principle in the balanced scorecard model.
There must be a balance between the short-term and
the long-term objectives, financial and non-financial
criteria, leading and lagging indicators and external
and internal perspectives. It is about cohesion in which
an improvement in one perspective must not be an
obstacle in another perspective.
This cohesion is reflected in the model through the
mutually connected arrows between the four
perspectives.
• Broadly, this could include the following steps:

• Set up a vision, mission and strategic objectives.

• Perform a stakeholder analysis to gauge the expectations of
customers and shareholders.
• Make an inventory of the critical success factors
• Translate strategic objectives into (personal) goals
• Set up key performance indicators to measure the objectives
• Determine the values for the objectives that are to be achieve
• Translate the objectives into operational activities.
• It is important to mention that achieving
strategic objectives is a continuous process:
plan-do-check-act (see PDCA- or Deming
circle). Setting up and implementing the
Balanced Scorecard model is therefore not a
one-off action!
 Example of BSC
• https://www.intrafocus.com/2016/09/ceo-stra
tegy-map/
 Intellectual Capital Navigator and Intellectual
Capital Index (IC Index™)
• Intellectual capital is broken down into 3 areas: human, relational and organizational plus the
conventional physical and monetary resources. These are all subdivided.
• Several user-friendly plots are produced including a navigator, a conceptual diagram of how the
company works in IC terms.
• Indices are defined based on the key resources and resource transformations in the navigator. The
purpose of the method is to help managers to visualize growth by measuring the Intellectual Capital.
For the creators of the method, the importance of the specific measures varies from one company to
another.
• They suggest four high level categories as the foundation for discussion in individual cases. The develop
of measures within these categories is formed by a three stage process:
• 1. A critical review of existing indicators
• 2. Development of indicators that represent the flows between different Intellectual Capital categories
• 3. Develop a hierarchy of Intellectual Capital indices . All the indices have to be aggregated into a single
index that can be used to make comparison over time of the same unit or even compare with other
business units.

The critical factor for the successful application of the method is the process of creation of the
Intellectual Capital Index.