KNOWLEDGE MANAGEMENT
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A PRESENTATION ON
COMPREHENSIVE PROJECT ON
KNOWLEDGE MANAGEMENT
MB812
INDUKAKA IPCOWALA INSTITUTE OF MANAGEMENT
GUIDED BY Mr. G. KRISHNAMURTHY
PREPARED BY
SHWETANG PANCHAL 09MBA22
FLOW OF THE PRESENTATION
INTRODUCTION
NEED ASSESSMENT OF KNOWLEDGE MANAGEMENT
CAUSE FOR THE KNOWLEDGE MANAGEMENT
WHAT KM INVOLVES ?
KNOWLEDGE ATTRIBUTES PRINCIPLES & PROCESS OF KM
TYPE OF KNOWLEDGE
KNOWLEDGE ECONOMY
KNOWLEDGE FRAMEWORK
APPROACHES OF KM
KM INITIATION
COLLABORATIVE TOOLS
CONNECTINF PEOPLE WITH INFORMATION
MEASURING THE EFFECTS OF KM
KNOWLEDGE MANAGEMENT PRACTICE IN
• WIPRO
• HLL
• Dr. REDDY’S LABORATORY
THE RESEARCH
KNOWLEDGE
A dictionary definition of knowledge is “the facts, feelings or experiences known by a person or group of people”
It includes Familiarity Awareness Understanding gained through experience Result from making comparisons Identifying consequences & making connections Wisdom Insight
Knowledge is considered as being “know how”, or “applied action”.
THE JOURNEY FROM DATA TO WISDOM
KNOWLEDGE MANAGEMENT
Process to help organization
identify,
select,
organize,
disseminate,
transfer information
Systematic and active management of ideas, information, and knowledge residing within organization’s employees
Knowledge management is based on the idea that an organization's most valuable resource is the knowledge of its people. Therefore, the extent to which an organization performs well, will depend, among other things,
On how effectively its people can create new knowledge,
Share knowledge around the organization, and
Use that knowledge to best effect.
Leverage value of intellectual capital through reuse
OBJECTIVE OF KNOWLEDGE
MANAGEMENT
The aim of knowledge management is not necessarily to manage all knowledge, just the knowledge that is most important to the organization.
It is about ensuring that people have the knowledge they need, where they need it, when they need it
The right knowledge,
In the right place,
At the right time.
What we can do, and what the ideas behind knowledge management are all about, is
to establish an environment in which people are encouraged to
create,
learn,
share, and
use knowledge together for the benefit of the organization
NEED ASSESSMENT OF KNOWLEDGE
MANAGEMENT
Knowledge management is based on the idea that an organization’s most valuable resource is the knowledge of its people.
New is the focus on knowledge.
Knowledge management recognizes that
all jobs involve “knowledge work” and
so all staff is “knowledge workers” to some degree.
Jobs depends more on knowledge rather than skills.
Creating
Sharing
Using knowledge.
FEASIBILTIY STUDY
Do we know everything we need to know or are there gaps in our knowledge?
Dynamic Nature
Continuous improvement
Continuous learning
Continuous updating
For Example:
Medical advancements
Formulation of new government policies
Management practices
Do we share what we knew ?
Is the knowledge of individuals are available to whole organization ?
Do we use what we know to best effect ? Not always
Not always applied
How many times have we had an idea about how a process or an activity could be improved ?
How many times have we had an idea that might help our colleagues ?
How many times have we implemented a new initiatives ?
WHAT DOES KNOWLEDGE MANAGEMENT
INVOLVES ?
Knowledge management is essentially about facilitating the processes by which knowledge is created, shared, and used in organization.
TECHNOLOGIES:- Communication
Access knowledge Communicates with others
Collaboration Perform group work Synchronous or asynchronous
Same place/different place Storage and retrieval
Capture, storing, retrieval, and management of both explicit and tacit knowledge through collaborative systems
WHAT DOES KNOWLEDGE MANAGEMENT
INVOLVES ?
SUPPORTING TECHNOLOGIES:- Artificial intelligence
Expert systems, neural networks, fuzzy logic, intelligent agents
Intelligent agents
Systems that learn how users work and provide assistance
Knowledge discovery in databases
Process used to search for and extract information
Internal = data and document mining
External = model marts and model warehouses
XML
Extensible Markup Language
Enables standardized representations of data
Better collaboration and communication through portals
KNOWLEDGE AS A PROGRESSION OF
STATES K
NO
WL
ED
GE
Decision Evaluate
Judgement Weigh
Insights Synthesize
Structural Information
Analyze
Information Select
Data Gather
KNOWLEDGE ATTRIBUTES
MODE
TYPE
DOMAIN
ORIENTATION APPLICABILIT
Y
MANAGEMENT LEVEL
USAGE
ACCESSIBILITY UTILITY
VALIDITY
PROFICIENCY
SOURCES
KNOWLEDGE ATTRIBUTES
IMMEDIACY
AGE
PERISHABILITY
VOLATILTIY LOCATION
ABSTRACTION
CONCEPTUAL LEVEL
RESOLUTION PROGRMMABILITY
MEASURABILITY
RECURSION
PRINCIPLES AND PROCESSES OF
KNOWLEDGE MANAGEMENT
RIGHT KNOWLEDGE,
RIGHT PLACE,
RIGHT TIME
TYPE OF KNOWLEDGE
A. EXPLICIT KNOWLEDGE
Knowledge that can be captured and written down in documents or databases.
For Example:
Instruction manuals
Written procedures
Best practices
Lessons learned
Research findings
EXPLICIT KNOWLEDGE
STRUCTURED
DOCUMENTS
DATABASE
SPREADSHEETS
UNSTRUCTURED
EMAILS
IMAGES
TRAINIG COURSES
AUDIO-VIDEO
B. TACIT KNOWLEDGE Tacit knowledge is the knowledge that people carry in their
heads. It is much less concrete than explicit knowledge. Knowledge that is more difficult to write down in a
document or database. For Example:
knowing how to ride a bicycle
Tacit knowledge is considered to be most valuable knowledge because it provides context for People Places Ideas and experience
OLD/NEW KNOWLEDGE
Make better use of the knowledge that already exists within the organization (OLD KNOWLEDGE) Finding out what organization knew Taking steps to make knowledge accessible across organization Specific approaches to knowledge audit Mapping the organization’s knowledge resources & flows Making tacit knowledge more explicit Making the movement cycle faster & speedy
To create new knowledge (NEW KNOWLEDGE). Training, Hiring external resources, Bringing different people and their knowledge together to
create fresh knowledge and insights, etc. (cross functional team)
WAYS IN KNOWLEDGE
COLLECTING & CONNECTING
LINKING PEOPLE WITH
INFORMATION
CAPTURING & DISSEMINATION OF KNOWLEDGE
INFORMATION & COMMUNICATION
TECHNOLOGY
THE CORE COMPONENTS OF KM
• Does the culture of organization supports ongoing learning & knowledge sharing ?
• Are people motivated and rewarded for creating, sharing, & using knowledge ?
PEOPLE
• Processes necessary to enhance knowledge sharing
• Deployment of information technology& communication technology
PROCESS
• The enabler of knowledge sharing
TECHNOLOGY
KNOWLEDGE ECONOMY
The knowledge is the key determining factor in organizational and economic success or failure.
The most effective organizations in the knowledge economy will be those which recognize and best harness the crucial role that knowledge plays both inside and outside their organization.
CONTENT MANAGEMENT
policies and processes for efficiently managing the organizational knowledge base.
KNOWLEDGE RETENTION
policies and processes for retaining organizational knowledge, especially during periods of organizational change.
KNOWLEDGE TRANSFER
policies and processes for transferring knowledge among and between its various sources and forms.
KNOWLEDGE CAPTURE
policies and processes for identifying and capturing explicit and tacit knowledge.
SUPPORTING A KNOWLEDGE CULTURE
Policies and processes to create the necessary cultural changes to embed the knowledge management ethos into working practices.
ENABLING COMMUNITIES
Policies and processes for promoting and supporting knowledge-based community working across and between departments.
KNOWLEDGE CAPITAL
Policies and processes for measuring and developing the government’s human and social capital.
KNOWLEDGE BENCHMARKING Policies and processes for benchmarking current knowledge management
capabilities and practices against UK and international best practice, and for improving performance
SUPPORTING KEY BUSINESS ACTIVITIES
Policies and processes to support key business activities in government such as project management, the legislative process, delivery monitoring etc.
KNOWLEDGE PARTNERSHIPS
Policies and processes for promoting and supporting knowledge partnerships between central government and key partners such as local government,
departmental agencies etc
KNOWLEDGE MANAGEMENT
FRAMEWORK
KN
OW
LE
DG
E
AL
IGN
ME
NT
CONTENT
ANALYSIS
PLANNING
KN
OW
LE
DG
E P
RO
CE
SS
ES
SHARING
ACQUISITION
CREATION
KN
OW
LE
DG
E
FO
UN
DA
TIO
N
CULTURE
TECHNOLOGY
SUSTAINING SYSTEMS
KNOWLEDGE MANAGEMENT APPROACH
PROCESS APPROACH Codifies knowledge
Formalized controls, approaches, technologies
Fails to capture most tacit knowledge
PRACTICE APPROACH Assumes that most knowledge is tacit
Informal systems Social events, communities of practice, person-to-person
contacts
Challenge to make tacit knowledge explicit, capture it, add to it, transfer it
STARTING A KNOWLEDGE
MANAGEMENT IN THE ORGANIZATION
REVIEW YOUR OPTIONS
DO NOT GET TOO HUNG UP ON “THE BEST”
KEEP IT SIMPLE – AVOID ROCKET SCIENCE
LEARN WHILE DOING
LOOK AT YOUR ORGANIZATION’S GOALS
LOOK FOR NEEDS, PROBLEMS AND PAINS
START SMALL
DO NOT TAKE OFF WITHOUT A PILOT
REMEMBER THE “BIG THREE”: PEOPLE, PROCESSES, TECHNOLOGY
THE ULTIMATE AIM: INSTITUTIONALIZATION
KM TOOLBOX – INVENTORY OF TOOLS
AND TECHNIQUES
After Action Reviews (AARs)
Communities of Practice
Conducting a knowledge audit
Developing a knowledge management strategy
Exit interviews
Identifying and sharing best practices
Knowledge centers
Knowledge harvesting
Peer assists
Social network analysis
Storytelling
White pages
THE LFA APPROCH
35
SITUATION ANALYSIS
STAKEHOLDER ANALYSIS
PROBLEM ANALYSIS
OBJECTIVES ANALYSIS
STRATEGY ANALYSIS
PROJECT PLANNING MATRIX
IMPLEMENTATION
1
SITUATION ANALYSIS - 1
36
STAKEHOLDER ANLYSIS
IMPORTANT GROUPS
ORGANISATIONS AND INSTITUTIONS
IMPLEMENTING AGENCIES
OTHER PROJECTS
INDIVIDUALS
HAVING AN INFLUENCE ON THE SITUATION OR PROJECT, OR ARE AFFECTED BY IT FAVOURABLY OR UNFAVOURABLY
SITUATION ANALYSIS - 2
37
STAKEHOLDER ANALYSIS – KEY QUESTIONS:
Who will be involved in knowledge management
development?
Where will it be developed?
Who will facilitate development?
What is the background information needed?
What is the requirement of materials and
logistics?
SITUATION ANALYSIS - 3
38
PROBLEM TREE ANALYSIS
WHAT IS A PROBLEM?
BEGIN WITH A STARTER PROBLEM, FROM AMONG THE PROBLEMS IDENTIFIED
DEVELOP CAUSE-EFFECT RELATIONSHIP / PROBLEM TREE
IDENTIFY THE ROOT PROBLEM(S)
SITUATION ANALYSIS - 4
39
OBJECTIVES ANALYSIS
RE-STATE THE PROBLEMS AS OBJECTIVES, i.e. POSITIVE DESIRABLE STATES
DEVELOP OBJECTIVES TREE – ENDS-MEANS DIAGRAM FROM PROBLEM TREE
STRATEGY ANALYSIS
40
ANALYSIS OF ALTERNATIVES – SYSTEMATIC WAY OF SEARCHING FOR AND DECIDING ON PROBLEM SOLUTIONS
INVOLVES CLUSTERING OBJECTIVES
EXAMINATION OF FEASIBILITY OF DIFFERENT INTERVENTIONS
PROJECT PLANNING MATRIX
41
THE OBJECTIVES THE PROJECT
ENVIRONMENT THE
PROJECT
DEVELOPING KM ENVIRNMENT
PEOPLE Why people don’t want to share knowledge – or do they?
Organizational culture
Individual behavior
Alignment of rewards & recognition
Make knowledge work part of everyone’s job
Develop relationships
Educate people about what is involved and skill them to do it
Demonstrate the value
Create champions and heroes
Make it easy
PROCESS Organizational processes and
infrastructure
Organization’s ability to work with computers
Knowledge management infrastructures
DEVELOPING KM ENVIRNMENT
TE
CH
NO
LO
GY
IT AND KNOWLEDGE
MANAGEMENT
Groupware Software specifically
designed for group of people, not just individuals
Intranets An intranet is simply a private Internet.
CONNECTING PEOPLE WITH
PEOPLE: COLLABORATIVE
TOOLS
Time
Video conferencing
Place
Social presence
Technology
DEVELOPING KM ENVIRNMENT
COMMON COLLABORATIVE TOOLS
Discussion boards
Video conferencing
Project support tools
Workflow tools
E-learning tools
Virtual working tools
CONNECTING PEOPLE WITH
INFORMATION
COLLECTING THE CONTENT
ORGANIZING THE CONTENT
RETRIEVING AND USING THE CONTENT
TOOLS & PROCESSES FOR CONTENT MANAGEMENT Taxonomies
Thesauri/thesaurus
Search engines
Portals
KNOWLEDGE CREATION TECHNOLOGIES Data mining Tools
Information visualization
Decision trees
Root cause analysis
KNOWLEDGE INFORMATION
DATA MANAGEMENT
Database Management
Data maintenance
Database administration
Database management
system
Data Architecture, Analysis and Design
Data analysis Data
architecture Data modeling
Data governance
Data asset Data
governance Data steward
Data Quality Management
Data cleansing
Data integrity
Data quality
Data quality
assurance
Data Security Management
Data access
Data erasure
Data privacy
Data security
Data Warehousing and Business Intelligence
Management
Business intelligenc
e
Data mart
Data mining
Data movemen
t
Data warehous
ing
Reference and Master Data Management
Data integration
Master data management
Reference data
Meta Data Management
Meta-data manageme
nt
Metadata
Metadata discovery
Metadata publishing
Metadata
registry
Document, Record and Content Management
Document management
system
Records management
CONTACT DATA MANAGEMENT Business continuity planning
Marketing operations
Customer data integration
Identity management
Identity theft
Data theft
ERP software
CRM software
Address (geography)
Postal code
Email address
Telephone number
DATA EXTRACTION & INTEGRATION
Getting heterogeneous data into the Warehouse: Data from different DBMSs (Data base management system), external information providers, various standard applications,...Tasks:
Extraction (accessing different databases)
Cleaning (resolving inconsistencies)
Transformation (different formats, languages)
Replication (importing a whole DB)
Analyzing (detecting invalid values)
Checking for data quality (correctness, completeness)
Update metadata, if necessary
EXTRACTION & INTEGRATION FROM
THE VIRTUAL UNIVERSITY
RE
CO
NC
ILE
D D
AT
A
LINK COLLECTION TRANSACTION LOG
DIGITAL LIBRARY TRANSACTION LOG
AUTHENTIFICATION SERVICE LOG
PERSONALIZED SERVICE LOG
DATA AGGREGATION & CUSTOMIZATION
Getting (multidimensional) data out of the Warehouse as the input for:
Reporting (summarized by: who, when, where, what)
Query tools
Online analytical processing (OLAP)
Geographic information systems (GIS)
Decision support systems (DSS)
Executive information systems (EIS)
DATA WAREHOUSE
A data warehouse is a central repository for all or significant parts of
the data that an enterprise's various business systems collect.
It enables the management to access the available data in an efficient way, learn about trends and make informed decisions.
DATA MINING
Data mining is the exploration and analysis, by automatic or semiautomatic means, of large quantities of data to discover meaningful patterns and rules.
Reasons for Data Mining: Data is being produced
Data is being warehoused
Computing power is affordable
Competitive pressure is strong
Commercial Data Mining software packages are available
TRANSFORM DATA IN TO
ACTIONABLE INFORMATION
ACT ON THE INFORMATION
MEASURE THE RESULT
IDENTIFY BUSINESS
PROBLEMS WHERE
ANALYZING DATA CAN BE
IMPROVED
SOME APPLICATIONS FOR DATA MINING
Market segmentation
Identifying 'good' and 'bad' customers
Fraud detection
Detecting cross selling potential
Basis for marketing decisions (shelfing, sales promotions)
Mass customization / recommender systems
COMMON TECHNIQUES FOR DATA
MINING
Data mining uses mostly techniques from artificial intelligence (AI) research. Examples are:
Memory-based reasoning
Automatic cluster detection
Decision trees
Neural networks
Genetic algorithms
Market basket analysis (MBA)
MEASURING THE EFFECTS OF
KNOWLEDGE MANAGEMENT
MEASURING THE IMPACT OF KM ON THE
ORGANISATION’S PERFORMANCE
THE BALANCED SCORECARD Financial Customer Internal Processes Learning & Growth The LFA Approach
Return on investment (ROI) The Knowledge Management life cycle
Get started Develop a strategy Design and launch a knowledge management initiative Expand and support Institutionalize knowledge management
Employee Survey
KNOWLEDGE MANAGEMENT
PRACTICE IN VARIOUS
ORGANIZATION
WIPRO
HINDUSTAN LEVER
Dr. REDDY’S LABORATORY
WIPRO
Knowledge Management in Wipro InfoTech has three objectives:
Mature the organization to a competency based and knowledge driven organization.
Enable new technology/practices adoption for diversification and growth.
Develop competency extension framework to create new business opportunities.
The Wipro InfoTech KM framework has three main frameworks .
Learning ,
KEEP (Knowledge Enhancement, Extraction and Practice)
CARE (Competency Augmentation with Research Excellence).
LEARNING
Learning ensures that people build their competency using a mix of tools and processes like E-learning, competency assessment and competency development through specialized training and personalized instruction.
THE COMPETENCY MODEL
Competency definition
Evaluation of current competency for existing technology
Evaluation after developing the competency on newer technology
Online evaluation and assessment is used to identify current competency levels. E-learning and Instructor Lead Training (ILT) are extensively used to bridge the gaps.
KEEP
(Knowledge Extraction, Enhancement and
Practice)
They ensure collection of disparate knowledge and expertise within the organization into a central repository.
The knowledge is supplemented by gathering additional information from various external resources.
The four pillars of KEEP are Taxonomy (a uniform structure through which knowledge
can be stored and accessed)
It enablers,
Practice based offering and
Knowledge channels.
CARE
(Competency Augmentation through Research and
Excellence)
Through CARE they leverage on the expertise and knowledge built up in the organization to come up with innovative products and services.
They inculcate creative thinking within Wipro InfoTech that capitalizes on people competency and expertise, supplementing it with a technology tracking activity, resulting in higher intellectual property.
By facilitation of technological roadmap
Using external research resources
Internal intelligence.
HINDUSTAN LEVER LIMITED
Building Communities of Practice
IT interventions
Connecting people to people
Providing Collaboration tools
Culture Change Initiatives
A system of Reward & Recognition
Knowledge Strategies
Focused Learning Approach
DR REDDY’S LABORATORIES
Major Discrepancies in KM implementation:
Top Management Involvement
Cross-functional Ownership
Obstructive Organizational Structure
Lack of Pull for KM System
Dysfunctional Reward System
THE RESEARCH
THE OBJECTIVE OF THE RESEARCH
The objective of the report is to identify the extent to which organizations are aware about knowledge management.
In addition, the focus is on understanding how the knowledge management initiators foresee the implementation process and deriving of benefits from this task.
There are organizations participating in this survey that have or are planning to implement a knowledge management strategy.
The report investigates the scope of effective implementation of a knowledge management strategy in the workplace of these front-line organizations.
THE RESEARCH METHOD
The research was conducted with the help of bml consulting company the focus group included
Managing directors,
Chief executive officers,
Chief knowledge officers with specific responsibilities for knowledge management in 16 organizations with turnover exceeding Rs. 5000 millions (a$200 million) a year.
The selection of the respondents was based on the size of the companies, which have the greatest need to implement knowledge management initiatives.
CURRENT STATE OF KNOWLEDGE
MANAGEMENT (KM)
Knowledge Management Strategy in Place
Respondents were asked whether their organization had a Knowledge Management initiative in place.
Overall, 75% of respondents said that their organization had a knowledge management strategy in place.
STATUS OF ORGANIZATIONS’ KNOWLEDGE
MANAGEMENT PROGRAMMES
Respondents were asked to specify the extent of their organization’s Knowledge Management program. 12.5% said their organization had Knowledge Management
as an integral part of their business process and the value of organizational knowledge is reported to their stakeholders.
31.5% have integrated the knowledge management strategy with some technical or cultural issues.
37.5% of the respondents are utilizing knowledge management procedures to achieve known benefits and
50% have initiated knowledge in a non-uniform manner with pilot approaches in place. 50% of the respondents have no knowledge management strategy in place for achieving overall organizational goals.
KNOWLEDGE MANAGEMENT DRIVER
Respondents from organizations that had or were considering a KM program were asked to specify at the level in the organization it is most suitable to implement a knowledge management strategy.
50% said KM implementation is most suitable organization-wide and a further
37.5% identify the departmental level to be the most suitable.
This indicates that the drivers of the concept visualize knowledge management activities to spread across the organization.
EXPERIENCE TO DATE OF KNOWLEDGE
MANAGEMENT
CURRENT KM PROBLEMS Respondents were asked to rate issues related to
implementing Knowledge Management on a percentage basis as to how critical they are in the current business scenario.
Respondents‟ views largely indicate knowledge transformation from tacit to explicit as a major issue and rated it at 73%.
Issues like lack of “sharing knowledge” and “reinventing the wheel” were rated at 68% and 62% respectively indicating a major concern for a successful implementation of Knowledge Management, in the industry.
Less critical issues identified by the respondents‟ were Information Overload and Complex System at 55% and 41% respectively.
CURRENT KNOWLEDGE RELATED
ISSUES
MAJOR ISSUES IN THE NEXT FIVE
YEARS
The respondents were also asked about the future business problems affecting their decision making process in the coming five years and also as to what issues would be best managed by a successful implementation of a knowledge management strategy.
The biggest threat identified by the respondents was the ability to reduce the time to market and develop a competitive advantage.
Cost reduction and improved productivity follow this issue. Quality of the product was one of the major issues but was not identified as an immediate threat to business sustainability.
MAJOR ISSUES IN NEXT 5 YEARS
ACHIEVING THE BENEFITS
POTENTIAL ROLE OF KM Respondents were asked about the potential role KM can
play in achieving specific organization objectives on a long-term and/or short-term basis.
The response from the survey revealed that potential benefits on a long-term basis would be in context of improving “revenue growth” and further enhancing competitive advantage.
Another potential long-term benefit identified was “employee development” and “product innovation”, which are very critical parameters in measuring the success of a KM implementation.
Key short-term benefits expected by respondents would be “reducing costs”, “improving marketing strategies”, “enhancing customer focus” and “facilitating profit growth.
KM AND ROLE OF TECHNOLOGY
USE OF TECHNOLOGY TO IMPLEMENT KM
Respondents were asked about their use of technology to manage information.
88% had implemented Internet access.
75% had an intranet,
63% used a document management system.
Around 50% had a decision support system in place and
44% used data warehousing and mining techniques.
One interesting finding was a very low use of Groupware technologies,
but 50% of the organizations with a KM strategy in place were planning to implement Groupware in the next 6 m0onths.
Another interesting find was that respondents with a KM strategy in place are currently at a preliminary level.
This is because the use of Artificial Intelligence based techniques for making knowledge available in a most accurate manner was not on the planning agenda.
IMPEDIMENTS FOR A SUCCESSFUL
IMPLEMENTATION
Respondents who had a KM strategy in place or were planning to implement a sound KM Strategy were asked about the most likely threats they foresee in a successful implementation.
According to the respondents, the integration of knowledge into everyday use in a normal working place and lack of use uptake due to insufficient communication were the major threats.
In addition, threats such as, the user being unable to perceive personal benefits, and lack of participation from the senior management towards developing a sound KM strategy.
These remained the prime areas of concern.
ORGANIZATIONAL IMPLICATIONS
FAILURE TO UNDERTAKE KEY KM REQUIREMENTS
Respondents were asked when their organization intended to implement certain facets of KM practices.
Implementing enterprise resource planning,
creating a KM strategy and
benchmarking the current situation score more than establishing knowledge policies,
incentives for knowledge working,
creating a knowledge map or measuring intellectual capital.
KNOWLEDGE MANAGEMENT ACTION
TAKEN TO DATE
Respondents whose organizations had a KM program were asked about the activities the KM strategy planners had undertaken– such as
rewarding knowledge working,
create a knowledge map and
measuring intellectual capital.
THE KNOWLEDGE JOURNEY
Respondents were asked where their organization stood in terms of KM. We provided them with five descriptions and asked them to specify the most appropriate stand of the organization:
1. The organization does not demonstrate a relationship between the importance of KM and the achievement of organizational goals.
2. Awareness and implementation of KM across the organization may not be uniform but pilot projects are in place in some areas.
3. The organization uses KM procedures and tools and it is recognized that KM brings some benefit to the business
4. The organization has an integrated framework of KM procedures and tools, but there are some technical and cultural issues still to be overcome
5. KM procedure are an integral part of organizational and individual processes and the value of knowledge is reported to the stakeholders
Respondents were optimistic in terms of where they saw their organizations‟ stood in terms of KM development.
Most saw their organization falling into stages 3 or 4. There is also a realization that there is still a long way to go for a successful implementation of the Knowledge Management process.
THANK YOU
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