CKM Presentation

8/2/2019 CKM Presentation

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Knowledge Framework:

Knowledge is intangible, dynamic, and difficult tomeasure, but without it no organization can survive.

Tacit: or unarticulated knowledge is more personal,experiential, context specific, and hard to formalize;

is difficult to communicate or share with others and

is generally in the heads of individuals and teams.

Explicit: explicit knowledge can easily be written

down and codified.


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KM Framework

KM [Knowledge Management] involves blending a companys internal

and external information and turning it into actionable knowledge via a

technology platform.

Knowledge Management is the explicit and systematic management

of vital knowledge and its associated processes of creation, organization,

diffusion, use and exploitation in pursuit of business objectives

Knowledge Management as a discipline to develop fluid connections andcontent supporting an organizations responsiveness, innovation,

competence and efficiency by helping an organization know what it

knows. .


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All KM is a discipline not a process or technology.

KM is not an end itself. It is in support of achieving business goals.

KM is concerned with connections. Connecting people to people and

people to content. By building these connections, we increase the

likelihood of valuable knowledge being exchanged and being applied.

The value of knowledge comes from its exercise not from its mere

existence.

KM is concerned with content. Knowledge is valuable when it is

continually refreshed and used. Content has increasingly short shelf

like, loses value quickly and becomes a commodity over time.


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KM Framework

People are the source of andusers of knowledge. They bringpowerful insight and expertiseas they apply knowledge to thebusiness problem at hand.

Since people are the key toknowledge management, it iscrucial that we understand thedynamics of how people developand share knowledge in teamcommunities and largeorganizational group.


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Company Profile in a Nutshell:

International business Corporation (IBM) manufacturers and sells

computer services, software and hardware as well as financing

services in support of its computer business.

IBM offers its products through its global sales a distributionorganization operating in more than 150 countries, worldwide with

over 300000 employees and $80 billion revenue.

More than half of its revenue derived from sales outside the United

States.


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KM efforts in IBM span in three areas

Internal

o The internal focus started in IBM as early as 1994 within the Global Services SoftwareGroup business units. In 1998, a corporate KM effort (KM Blue) was established under

the auspices of Human Resources with the goal of raising awareness of KM within the

business units.

Offerings and Services.

o The offerings focus was initiates in the Lotus brand of Software Group business unit

more than 5 years ago with products such as Notes/Domino (e-mail, calendar,

application development)

Research

o The research activities range from basic and applied research with associated patents andpublications from IBM research labs worldwide to client-focused consortiums such as the

IBM Institute of Knowledge-based Organizations. This institute drivers leading edge

thinking and research by thought leaders such as Larry Prusak and David Snowden.


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IBMs KM Strategy:

The company's KM initiatives date back to the early 1990s, when the company was

reorganized under Louis Gerstner (Gerstner). Before that, the company was runningas silos due to which information sharing was limited. Then, Gerstner included

information sharing as one of the parameters in performance appraisal system

to determine compensation. IBM's initial efforts in managing knowledge focused

on providing information about co-workers and work to enable reuse of the

same. This effort started with asset reuse program, which was formalized as

Intellectual Capital Management program.

Asset management

Expertise location

Collaboration

On-demand learning


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Asset management

IBM's first KM initiative in 1994 involved asset management from the business unit

perspective. The strategy was to provide a knowledge base of the work and knowledge of

colleagues so that the assets and intellectual capital could be reused, enabling IBM to deliver

client solutions with more quality and speed.

One asset management solution is Knowledge View, which is a knowledge sharing program

targeted at IBM's Business Consulting Services (BCS) unit. The suite of repositories contains

intellectual capital, key resources and discussion forums that all support the consulting

business, and provides a place for those who sell and deliver consulting work to access reusable

assets

IBM also supports a Worldwide Asset Reuse program targeted at the company's Global Services

division. That group of repositories promotes asset-based services by capturing key assets and

making them available for reuse.

When IBM's software group started in 1999, it designed Xtreme Leverage as a knowledge

sharing and collaboration tool aimed at software sellers.

Xtreme Leverage has achieved some extreme results in the past few years. It is the only place

for software sellers to go for content and expertise--down from five--and attracts more than

40,000 users and approximately 800,000 page views per month.


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Expertise location

As IBM started focusing on collaboration, rather than teaming, the ability to identify

and access expertise in an organization with 300,000 employees became a significant

problem.

The organization started Blue Pages as a corporate wide directory enabled with instant

messaging and e-mail linkage. It goes beyond IBM's corporate directory because it

provides a searchable resource for employees looking for a network of experts to

collaborate with or to help solve a business problem. Employees can even provide a

photo to personalize their listing.

Today, 84 percent of employees are registered in Blue Pages, and more than 4 million

searches occur each week. Productivity is the easiest measure in terms of business

value.


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Collaboration

IBM provides employees with virtual spaces that encourage collaboration. Its Collaboration

Central, for example, is a company wide portal for collaboration guidance, tools and best

practices. It also offers remote teams online collaboration space in Team Rooms to shareinformation and work collaboratively. In the last few years, employees have created 50,000

Team Rooms, with approximately 27,000 currently active.

IBM also offers open collaborative sessions called Jams for all its employees to collaborate

and share knowledge on a particular topic. The Values Jam, for example, relates to mission

statements.

On-demand learning

This form of workplace training started in 2004 to give employees an ongoing set of learning

opportunities. On Demand Workplace portals focus on critical job roles within IBM and

deliver asset management programs and best practices directly to the right audience.

Learning@IBM is an example of a new application on IBM's On Demand Workplace that

streams profile-driven learning right to learners' desktops. It ensures employees are focusing

on learning that is relevant to their specific job role by providing learning recommendations

and resources based on job role, geography and business unit. In August 2005,

Learning@IBM had 100,000 visits and more than 400,000 page views.


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Social Systems:

Communities

Teams

Leadership

Compensation


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