A Picture Is Worth A

Thousand Words

Important KM Models and

Frameworks
 KM Pictures
You know the saying: A picture is worth a thousand words. Well, it’s true. This collection
of KM models and frameworks can help you get your KM efforts jump started -- everything
from culture to technology.
 KM is a process (p. 3)
 A process where the output is content (p. 4)
 Know your audience (p. 5)
 Knowledge as intellectual capital (p. 6)
 Using knowledge capital (p. 7)
 A knowledge capital taxonomy (p. 8)
 Using knowledge to create experiences (p. 9)
 A KM capability maturity model (CMM) (p. 10)
 Skills required for effective KM (p. 11)
 Effective KM requires dedicated people p. 12)
 Defining a KM culture (p. 13)
 Creating a knowledge spiral (p. 14)
 KM and integrated performance support (p. 15)
 Document management is not KM (p. 16)
 KM and professional services automation (p. 17)
 KM and the electronic workplace (p. 18)
 KM is a Process
Knowledge management (KM) is the process by which companies
systematically and intentionally create, share and apply knowledge
(information) critical to key business strategy, decisions and
operations.

Capture Evaluation Synthesis Organization Distribution Application

Take Determine the Combine, Give structure Disperse Use knowledge

possession of significance/ refine and to knowledge knowledge, to solve
and record relevance of clarify forms through content making it problems and
knowledge knowledge; of knowledge creation available when achieve results
decide what to through and where it’s
invest in for content needed
content design

Continually refine and update

 A Process Where the Output is
Content
The major output of any knowledge management process is content;
content is knowledge that has intentionally been made explicit in
order to enhance the ability to act..
• Content is knowledge that can be easily
moved from “A” to “B”
•Content •Explicit

• Knowledge is information w/enough

intelligence to make it insightful,
•Emerging
•Knowledge
relevant and actionable

• Data is digital representation of facts

• Information is data w/sufficient context
•Data & Information
•Experiential
to make it usable
 Know Your Audience

Who is involved? How do they do it?

• Management & employees Integration Model Collaboration Model
Collaborative
• Partners & suppliers Groups “Achieving Breakthrough
“Orchestrating Across Functions” Innovation”
• Customers • Systematic, repeatable work • Improvisational work

What do they do?

• Highly reliant on formal processes, • Highly reliant on deep expertise
methodologies or standards across multiple functions

Interdependence
• Dependent on tight integration • Dependent on fluid deployment of
• Develop products & services across functional boundaries flexible teams

Level of
• Generate demand Transaction Model Expert Model
“Consistent, Low Cost “Superior Results from Top
• Fulfill demand Performance” Performers”
• Judgment-oriented work
• Plan and manage your • Routine work
• Highly reliant on individual
• Highly reliant on formal rules,
enterprise procedures and training expertise and experience
• Dependent on low level individual • Dependent on top performers
Individual skills and automation.
Actors
Routine Interpretation /
Complexity of Work Judgment

What knowledge do these people need, to do this work, in these ways?

 Knowledge as Intellectual Capital

• There are three types* of intellectual “capital” assets:

–Human Capital Assets (or competencies) – Include the experience,
skills and knowledge of people.
–Structural Capital Assets (or internal capital) – Include patents,
trademarks and copyrights; organizational culture; the store of
knowledge in databases and customer lists/records; the design and
capabilities of information systems and business processes.
–Market-Based Capital Assets (or external capital) – Include
profitability and loyalty of customers; the strength of brands, licenses
and franchises; the retention and loyalty of employees, partners and
suppliers.
“Human capital is the source of all ideas and innovation, but it is useless without systems
and channels to make it productive. It is structural capital that turns human capital into a
productive and valuable asset.”

*From Competing in the Third Wave, Jeremy Hope & Tony Hope
 Using Intellectual Capital
The key business constituencies create and use knowledge capital
assets as follows:

Employees Partners


Human capital

Structural capital
 
Market-based capital
Customers Suppliers
Creates/contributes to
Uses/consumes
 Primary contribution.
Note: Partners collectively contribute to all forms of
capital, but individually they may have different
strengths.
A High-Level Taxonomy for Categorizing
Intellectual “Capital”
A TAXONOMY OF THE ELEMENTS OF IC CLASSES

HUMAN CAPITAL RELATIONAL ORGANIZATIONAL (STRUCTURAL)

∙ Know how
∙ Education
∙ Vocational qualification
∙ Work-related knowledge
∙ Occupational assessments
∙ Psychometric assessments
∙ Work-related competences
∙ Models and frameworks
∙ Cultural diversity
(CUSTOMER)
CAPITAL
∙ Brands
∙ Customers (names,
purchase history)
∙ Customer loyalty
∙ Customer penetration
and breadth
∙ Company names
∙ Backlog orders
∙ Distribution channels
∙ Business collaborations
(joint ventures)
∙ Licensing agreements
∙ Favorable contracts
∙ Franchising agreements
CAPITAL
Intellectual Infrastructure Capital
Property
∙ Patents ∙ Management philosophy
∙ Copyrights ∙ Corporate culture
∙ Design rights ∙ Management processes
∙ Trade secrets ∙ Information systems
∙ Trademarks ∙ Networking systems
∙ Service marks ∙ Financial relations
∙ Trade dress ∙ Corporate strategies
∙ Corporate methods
∙ Sales tools
∙ Knowledge bases
∙ Expert networks and teams
∙ Corporate values

From Intellectual Capital: Core Assets for the Third Millennium Enterprise. Thomson Business Press.
London England, Brooking Annie (1996)
 Using Knowledge to Create
“Experiences”
Knowledge is the key to transforming products and services into
value added experiences.

Identify, understand Translate knowledge

and manage into distinct and
knowledge created memorable
throughout the Learned Branded
Branded experiences across
value chain. Knowledge EExperiences
xperiences multiple touch points.
Relationship
Intellectual
Capital

Earned
Trust

Convert experiences to
earn trust and build
loyalty, and to create
more knowledge.
 KM as a Core Business “Capability”
One can approach knowledge Knowledge is
institutionalized as a
management (KM) from the standpoint competitive differentiator for
Company.
of a capability maturity model (CMM).
Optimized
• Quantum steps to KM
are not realistic – KM (5)
is both a process and KM benefits are
a core business Managed being measured and
capability. Therefore, used to plan and
it’s necessary to (4) manage all core
Company business
complete and certify processes.are
All KM sub-processes
each step before Defined defined; structured
moving on to the knowledge sharing is
next.
(3) occurring in all domains;
metrics are defined.
• You will need to be Some KM sub-processes
able to measure Repeatable have been established
where you are all and piloted (with new
(2) process roles) for
along the journey in selected domains.
order to respond to Knowledge
any changes in Initial sharing is
market or business completely
(1) ad hoc.
conditions.
 Skills Required for Effective
Knowledge Management
Knowledge
Management
Library Science/
Context Management Systems Content
Development
Integration and
Management
Cognitive Science

Business
Human Resources
Strategy
System Design and I T Strategy
Implementation
Internet/
Intranet
Change Management
Ongoing Knowledge
Management Processes
Data Warehousing Education/
Training
Effective KM Requires Dedicated People

You need people who are dedicated to helping others make

connections:
• Knowledge Stewards -- Collect, analyze and organize tacit knowledge held by
individuals within the organization (usually in select, targeted knowledge
domains), moving it along the food chain until it becomes explicit.
• Knowledge Brokers – Establish connections between individuals to share
knowledge one-to-one, facilitating direct information sharing in pursuit of specific
business goals.
• Knowledge Researcher – Search for, retrieve, package and deliver knowledge
residing primarily outside of the organization.
 Defining the KM Culture You Want

One way is by describing your desired KM “culture web.”*

Rituals Symbols
& Myths

The Power
Structure
Routines Paradigm s

Organization
Control Structure
Systems s

* From Exploring Corporate Culture, Gerry Johnson and Kenan Scholes

 Create a Knowledge Spiral

Dialogue
Socialization Exter nalization
Sharing experiences • Writing it down
• Observing, imitating • Creating metaphors
• Brainstorming and analogies
without criticism • Modeling
Linking
Field Explicit
Building Knowledge
Internalization Combination
• Access to • Sorting, adding,
codified knowledge categorizing
• Goal based training • Methodology creation
• Best practices
Learning by Doing

The Knowledge Creating Company, Ikujiro Nonaka and Hirotaka Takeuchi, Oxford University Press, 1995
 KM and Integrated Performance
Support (IPS)
Human Computer Interaction
Performance Support Controller
Applications
Worker Advice Work
Knowledge Worker Advisory Work Profile
Services Services Services

Skills Knowledge Tools

Training Reference Job Aid
Services Services Services

From Future Work, Winslow/Bramer, 1994

 Document Management is Not KM

Document Management: The process of overseeing an enterprise’s official

business transactions, decision-making records and transitory information of
importance, which are represented in the format of a document (paper or
electronic).
Define
Documents

Analyze Originate
Documents Documents

Safeguard Promulgate
Documents Documents

Retire
Documents
KM and Professional Services
Automation (PSA)
 KM and the “Electronic
Workplace”
Nomadic Electronic Workplace
Workers
Services
Intranets Electronic Messaging
Knowledge
Workers Collaborative Groupware

Business Intelligence

Document Management
External
Workgroup
Work Force Systems Knowledge Management

Information Retrieval
Other Workflow
Workers
Proprietary Discussion Database

Production Office E-Forms

Office Systems
Workers From Aberdeen Integration
Application Group

From Gartner Group