Aditi Final Knowledge Management

8/8/2019 Aditi Final Knowledge Management

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One of the things that were strugglingwith is moving towards a moreconsistent way of doing business around

the world. I think the knowledgecommunities are a vehicle to speed upthat process.

P resident, Montgomery WatsonHarza Americas


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E XAM P LES OF C OMMUNITIES OF P RA C TI C E ATE RI C SSON

Community Type and MembersObjectives Communication

channel

eRelationshipVodafone

-Inter-organizational-1400 members in 10countries

-Use internet to design joint e-business platform

-Virtual

CompetenceGroups

-Intra-organizational-200 members in 14countries

-Ensure sharing of bestpractices andcommonality

- Primarily face-to-face

EricssonForesight

- Inter-organizationalincluding universities,experts, & institutions

- 600 with core of 40

- Think tank on emergingtrends in society,technology, & consumers

- Virtual andface-to-face

EricssonSystem

ArchitectProgram,ESAP

- Intra-organizational- 20 members from 14countries

-Facilitate inter-projectlearning and innovation-Retain key individuals

Primarily face-to-face

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C HALLENGES TO SU CC ESSFUL KM P RO C ESSES

Individual level

Subsidiary level

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Individual level

Subsidiary level

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WHY SHOULD I SHARE ?

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You gotta remember that were hired to be stars hereand not team players.

- Researcher at one high technologyfirm with poor knowledge flow

Sometimes I get calls from other offices. It feels weirdif I dont know the person. I like to help them only if Iknow them.

- Programmer a t s o ftw are mul tin a ti onal


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B IGGEST DIFFI C ULTIES TO SU CC ESSFULLYMANAGING KNOWLEDGE IN ORGANIZATIONS

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28

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0 10 20 30 40 50 60

Cu lt u re

Top managements failure tosignal importance

Lack of sharedunderstanding of

strategyOrganizational

structure

T / Communication restraints

Incentive system

Lack of problem ownership


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Individual level

Subsidiary level

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C ONFLI C TING DEMANDS ON SUBSIDIARIESLEAD TO RESISTAN C E TO GLOBAL KM

P RO C ESSESWe d o no t w an t t o b e managed in our ch oi c e of c ompe t en c e elemen ts. W e w ould w an t t o s ele ct th o s e elemen ts th a t w e need .

Line Manager ,E ri css on -N orwa y

S pon t anei ty and c rea t i v i ty c ould b e th e lo s er s in s ome area sby implemen t ing global s olu t ion s. H owe ver , th e B e stPra ct i c e poli cy in E ri css on c on c ern s c ap t uring good idea s,whi c h of c our s e ma y c ome from o t her area s in t he organiza t ion .

HR M anager ,E ri css on -N orwa y

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INTERNAL TURF WARS

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It would have been much easier for me to transfer from the New Yorkoffice to the C alifornia office if I had

just quit the organization in New Yorkand then reapplied for a job in theC alifornia one.

Researcher, Xerox

C alifornia


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A VARIETY OF TOOLS

Competence system

Recruiting

Incentives

Networks

A visionary organization

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A VARIETY OF TOOLS

Competence system

Recruiting

Incentives

Networks


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C REATING A C OM P ETEN C E MANAGEMENT SYSTEM

S tandardizationCreate common structure and terminologyD efine professional, business, and human competenciesrelated to global strategy and KM goals

A nalysisPersonal development discussions

Mapping of present and future target competence levelsfor individuals and then for business units

D efining competence gap at both levelsPlanning and implementation

Prepare competence development plan

Implement and evaluate22


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C M SU PP ORTS KM

I think that competence management can play animportant role in knowledge management. You cansearch for persons with certain competencies very

easily through that tool. People having the samecompetencies and interests can be accessed and get

together.y Competence Manager, Ericsson Croatia

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I think that competence management can play animportant role in knowledge management. You can

search for persons with certain competencies very easilythrough that tool. P eople having the same competenciesand interests can be accessed and get together.

C ompetence Manager, Ericsson C roatia


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A VARIETY OF TOOLS

Competence system

Recruiting

Incentives

Networks


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R E C RUITING W HAT SHOULD ONE LOOK FOR ?

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An experienced professionalwho has worked extensivelyin another company with

different values andphilosophyA young person who lacksprofessional experiencebut has the right attitude

OR


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It is cheaper and easier to develop technical skills than trying

to change mentality . HR M anager, Ericsson R ussia

Ch ina Involve line managers

Wh irlpool example of group problem-solving exercise to look atcollaborative relationships

G E 2x2 matrix when Jack Welch took over

Cisco -changing from hiring fresh graduates to mid-careerprofessionals


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A VARIETY OF TOOLS

Competence system

Recruiting

Incentives

Networks


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ALIGNING IN C ENTIVES WITH KM

Recognize and reward for collaborative behavior

Show management commitment

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S tatus andrecognition

Challenge

Satisfaction

$$$Monetary


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E XAM P LES OF IN C ENTIVES

M onetaryNucor Steel: Bonuses based on performanceof relevant group, e.g., individuals and theirworkgroup, department managers and theirplant

S tatus and recognitionMcKinseyXerox

Ch allengeMcKinsey

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B UT BE AWARE OF LO C AL DIFFEREN C ES

Working on empowerment is a key challenge in China. Ouremployees are not used to working in an empowered

environment, and it takes a long time and much effort to explain

what empowerment is all about. We are working on this and havemade some progress, but we have a way to go.y G eneral M anager, Tetra Pak H oyer Ch ina

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A VARIETY OF TOOLS

Competence system

Recruiting

Incentives

Networks


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S O C IALIZATION EXAM P LESCross-office and cross-function training programs

McKinsey s

Cross-office projectsProjects often involve more than one office at Ericsson R& D

Job rotationThere are 12 different ways to rotate at HP.

Online career development tool at Novartis

Informal eventsPlant managers at Nucor Steel organize business meetingsthroughout year so every employee attends one meeting peryear

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A VARIETY OF TOOLS

Competence system

Recruiting

Incentives

Networks


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1) W HY WE EXIST AND WHAT WE STAND FOR Mission / purposeThe organizations reason for being not a goal or astrategy

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Merck To preserve and improve human lifeWalt Disney To make people happyWal-Mart To give ordinary folks the chance to buy the

same things as rich people


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1) W HY WE EXIST AND WHAT WE STAND FORCore values

A small set of guiding principles with intrinsic value andimportance to those inside the organization

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MerckCorporate social responsibilityScience-based innovationHonesty and integrityExcellence in all aspects of the companyProfit, but profit from work that benefitshumanity


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2) W HAT WE AS P IRE TO BE C OME , AC HIEVE , ANDC REATE

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Wal-Mart ( 1990) Become a 125 billion dollar

company by the year 2000N ike ( 1960 s ) Crush Adidas


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P OINTERS FOR EFFE C TIVE KM P ROGRAMME

U sers need matches the type of knowledge and system useto transfer it.U sers must believe that knowledge sharing is indeed usefulfor them

U sers must be motivated enough to be willing to travel andto share the knowledge with others.

Experts must be available to help teams solve toughproblems or answer queries.

U sers must be willing to reflect.

Target `the transfer systems to specific groups of employees


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R EFEREN C ES

` Barritt, C. (2002). Learning Objects & IS D . Performance Improvement, 41(7) ,28-32.

` McGraw, K. (n.d.). Ten questions Executives should ask about KnowledgeManagement. WhitePaper Cognitive Technologies , 3-9.

` Primus Knowledge Solutions. (2002). Knowledge management best practices:turning information into corporate asset for call centers, help desk and othersupport environments. White Paper , 2-9.

` Talisma Coorporation. (2006). Knowledge Management Best Practices. WhitePaper: Talisma , 1-13.

` www.knowledgenet.org

` www.jetcityorange.com` www.sribd.com` www.citehr.com` www.googleimages.com


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THANK YOU

Aditi Final Knowledge Management

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