KNOWLEDGE MANAGEMENT TRIMESTER 6: PGDM 2011-13 By FIRDAUS KHAN Assoc. Professor (Finance & Corp. Training) ICBM-SBE, AP, India [email protected] 4/30/2013
Overview of Knowledge Management
Jan 19, 2015
Knowledge Management is the one imperative that holds the key to creating, sustaining and tapping competitive advantage as well as to nurture Innovation and create a 'desired future.' The presentation covers both theoretical as well as empirical aspects of the topic. Knowledge Strategy and the various strategic options available to an organization are highlighted. The presentation wounds up with caveats, success ingredients and inherent risk factors of KM.
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
KNOWLEDGE MANAGEMENT
TRIMESTER 6: PGDM 2011-13 By
FIRDAUS KHAN Assoc. Professor (Finance & Corp. Training)
ICBM-SBE, AP, India
[email protected] 4/30/2013
Data Overload?
Or Knowledge Revolution?
• Every day, we create 2.5 quintillion bytes of data — so much that 90% of the data in the world today has been created in the last two years alone!
• 1.8 zettabytes is being created & replicated this year alone. It would require 57.5 billion 32 GB iPads to store & will be worth about $34.4 trillion - equivalent to the GDP of USA, Japan, China, Germany, France, UK & Italy combined!!
Traditional Work
• Data oriented
• Internal
• Centralized
• Hierarchy
• Structured, deterministic
• 1 position, 1 person
• Fixed work station
• Things
• Coordination of access, integrity & control of redundancy
Knowledge Work
• Communication oriented
• Cooperation, Coopetition, Networks
• Decentralized
• Network
• Unstructured, ad-hoc workflows
• Multiple roles per person
• Mobile, virtual, multiple workstations, telecommuting
• Flows
• Synchronization, info sharing, search & retrieval
Criteria
• Orientation
• Focus
• Command
• Structure
• Process
• Role
• Workspace
• Location of value
• Data Handling
Data, Information & Knowledge
• Data refers to facts, which have not been structured & have not been interpreted, therefore have no meaning.
• Information is relevant, structured and meaningful data. There is a sender & a receiver. It can be stored on media such as paper, computer, audio tape, etc.
• Knowledge is factual information acquired through personal experience. It has a purpose & intent but is emergent & socially constructed. It exists only in people’s heads.
TYPES OF KNOWLEDGE TACIT KNOWLEDGE
EXPLICIT KNOWLEDGE
EMBRAINED KNOWLEDGE
EMBODIED KNOWLEDGE
ENCULTURED KNOWLEDGE
EMBEDDED KNOWLEDGE
ENCODED KNOWLEDGE [email protected]
KM DRIVERS
KM
Fragmentation of Knowledge
Need for Speed –
Cycle Time Reduction
Knowledge Attrition
Globalization & Knowledge
Merging
Content Management
E-Learning
KM IS INTER-DISCIPLINARY • Cognitive science
• Relational and object databases,
• Expert systems, Artificial Intelligence,
• Computer-supported collaborative work (groupware), object-oriented information modeling
• Library and information science
• Technical writing, Document management
• Decision support systems, Simulation
• Semantic networks
• Organizational science, performance support systems
• Electronic publishing technology, hypertext, internet
KNOWLEDGE MANAGEMENT • Knowledge Management can be defined as a
systematic process that creates, captures, shares, and analyzes knowledge in ways that directly improve organizational performance.
• It comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable the adoption of insights and experiences.
• It is the ability to get the right information to the right people at the right time, and in the right place, so that an organization can be operated smoothly and efficiently.
KM LIFE CYCLE • Knowledge is acquired or captured using intranets,
extranets, groupware, web conferencing, and document management systems.
• An organizational memory is formed by refining, organizing, and storing knowledge using structured repositories such as data warehouses.
• Knowledge is distributed through education, training programs, automated knowledge based systems, expert networks.
• Knowledge is applied or leveraged for further learning and innovation via mining of the organizational memory and the application of expert systems such as decision support systems.
OUTCOMES OF KM
• Foster innovation and organizational learning by encouraging the free flow of ideas
• Improve decision making • Improve customer service by streamlining
response time • Boost revenues by getting products and services to
market faster • Enhance employee retention rates by recognizing
the value of employees' knowledge and rewarding them for it
• Streamline operations and reduce costs by eliminating redundant or unnecessary processes
OUTCOMES OF KM (contd.)
• Achieving shorter new product development cycles
• Leveraging the expertise of people across the organization
• Increasing network connectivity between internal and external individuals
• Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work
• Managing intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals)
KM IN PRACTICE • Large revenue gains & efficiency improvements
have been recorded by many major companies.
• Ford Motor Company accelerated its concept-to-production time from 36 months to 24 months.
• Dow Chemical Company saved $40 million a year in the re-use of patents.
• Chase Manhattan Bank used CRM KM initiatives to increase its annual revenue by 15%
• Pfizer credits KM practices for discovering the hidden benefits of the Viagra drug.
“An organization’s capacity to improve existing skills and learn new ones is the most defensible competitive advantage of all.”
- C.K. Prahlad
KNOWLEDGE STRATEGY
A Knowledge Strategy refers to the planned balancing of an organization’s knowledge resources & capabilities with the knowledge required for providing products and services superior to those of its competitors. – (Zack 1999b,131)
Key Aspects of a Knowledge Strategy
• Which business areas should be the focus?
• Which type of knowledge should be captured?
• Who is the target group?
• Which business process will the knowledge strategy be applied to?
• Will the orientation be more human or technological?
KM Strategy Focusing On Key
Business Areas
Improve organization-
wide handling of knowledge
CRM
R & D
Value Chain Mgt.
Geographical Expansion
Post Merger Integration
Virtual Organization
KM Strategy Based on Type of
Knowledge Degree of Increase in
Knowledge:
Primary Source of Knowledge
Speed of Learning
Knowledge Base
Type of Knowledge to Focus on
Orientation
• Exploitation • Exploration
• Internal • External
• Fast • Slow
• Broad • Narrow
• Tacit • Explicit
• Human • Technological
KM Strategy Based On Target
Group Employee
Rank
Employee
Manager
Executive
Employee Life Cycle
New recruits
Retirees
“To-be-Promoted”
Types
Organizational Scope
Core Group
Organization
Organization & Partners
Unlimited
KM Strategy Based on Business
Process
Which business process
to target?
Simple vs. Highly
Complex Processes
Mgt. vs. Core vs. Service
Processes One process vs. Few vs. All processes
• Expert Directories • Skill Databases • Yellow Pages based on Knowledge Areas
Map Sources of Internal Expertise
• Separate Unit headed by CKO • Roles for Knowledge related tasks • (K. Broker/Engineer, Subject Matter Expert)
Establish New Knowledge Roles
• Greater number of mobile workers • Disrupted social connections in a work
community
Create a Virtual Work
Environment
• People working on same problem areas • People having complementary knowledge
Create Networks of Knowledge
Workers
• Balancing Push & Pull of Knowledge • Connect seekers & providers of Knowledge
Support knowledge Flows
In an Organization
• Making Knowledge available at points of action • Spread the good word to as many in the network
Transfer of Knowledge & Best Practices
• Pull approach, not push. No micro-managing • Each responsible for renewing & sharing own
knowledge assets
Personal Responsibility for
Knowledge
• Capture knowledge about customers • Provide customer-centric solutions, increase
customer loyalty
Customer Focused
Knowledge
• Basic & Applied R&D • Employee Motivation & Insights for Innovation
Innovation & Knowledge
Creation
• Enterprise level management of patents, technology, practices, etc
• Valuating, safekeeping, marketing of K. assets
Intellectual Asset Management
Strategy
OPERATIONAL RISKS IN A KNOWLEDGE STR.
DEPENDENCY LIMITED QUALITY
INSUFFICIENT KNOWLEDGE TRANSFER
LOSS OF KNOWLEDGE ASSETS
KNOWLEDGE RISKS
Barriers to a Knowledge Strategy
• Lack of motivation, ignorance or skilled incompetence of knowledge provider
• Lack of motivation or insufficient learning/retentive capacity or role – constrained learning by knowledge seeker
• Insufficient context or ambiguity of causality of transferred knowledge
• Infrastructural and cultural inadequacies or hindrances
Factors Essential for the Success
of a Knowledge Strategy • Holistic, integrated & standardized approach • Knowledge Oriented Culture • Management support • Clear economic benefits • Exact vision & language • Effective aids for motivation • Appropriate process orientation • ICT & organizational infrastructure • Stable knowledge structures • Continuous participation of employees
“Knowledge has to be improved, challenged, and increased constantly, or it vanishes.”
– Peter Drucker
Sources
• http://www.unc.edu/~sunnyliu/inls258/Introduction_to_Knowledge_Management.html
• Knowledge Management Systems - Ronald Maier (3rd Edition, Springer)
• Mashable.com
Related Documents
