M5- Knowledge Management CKM

7/27/2019 M5- Knowledge Management CKM

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Knowledge ManagementIntroduction

Module 5


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Knowledge Management

Knowledge Management includes everythingright from top management support, facilitating

environment, adequate infrastructure, intellectual

resources, Knowledge leadership, and proper

management for the deployment of knowledgeproductively.

If Knowledge is not tapped and utilized properly,

the Organizations will be ruined over a period of

time, as the business activities can be affected.

Knowledge Management is process of capturingand making use of a firms collective expertise

anywhere in the business


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Knowledge management applies systematicapproaches to find, understand and use

knowledge to create value (ODell, 1996)


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Success @ Infosys depends on our ability torecognise and assimilate changes and bring

business value to our customers by

leveraging knowledge- N. R. Narayanmurthy

(about KM at Infosys)


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Evolution of Knowledge Management

1959: Peter F Drucker: The Knowledge worker

1966: Michael Polyani: Tacit and Explicit

Knowledge

1989: Karl Erik Sveiby: The Invisible BalanceSheet

1995/96- First Business Conferences: Building

awareness of KM

1998- World Bank: Chooses KM as topic forannual world development report


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EXPLICIT AND TACIT

KNOWLEDGE

Oral Communication

Tacit Knowledge

50-95%

Information RequestExplicit Knowledge

Explicit Knowledge Base5 %Information Feedback

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Explicit and Tacit knowledge

KM is the process of capturing and making use of a

Firms collective expertise any where in the

business- on paper, in documents, in databases(called explicit knowledge), or in the peoples

heads (called tacit knowledge).

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Need For Knowledge Management (Why Organizations

Launch their KM Programs)

Increase profits of revenues: 67%

Retain key talent and expertise: 54%

Improve customer retention and/ or satisfaction:

52% Defend market share against new entrants : 44%

Accelerate time to market with product: 39%

Penetrate new market segments: 39%

Reduce costs: 38%

Develop new products and services : 35%


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Knowledge Based Drivers: KM initiativessupport active and complete transfer of

knowledge from successful projects to new ones

and in the process reduces the extent of wasteful

expenditure of resources and effort that havegone into solving problems- that might have

already been solved. Failed approaches and

decisions often provide equally useful insights

and prevent further mistakes committed earlier. Technology Drivers: Technology drivers for KM

are motivated by new openings that have arisen

for organizations to contend through knowledge

process differentiation, employing technology.


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significantly contributed to the high volumes ofinformation, which are available to an individual

Intra-Organizational Drivers: The organizational

structure has to undertake a dramatic change to

house the requirements of effective knowledge

management. At the same time, the

organizational culture also needs to change

radically to accommodate these requirements.

Uncertainties inbuilt in new product and servicedevelopment processes lead to complex reliance

among and between different functional areas

and require inputs and cooperation from different

departments, to achieve joint objectives.


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Human Resource Drivers: Human Resourcedrivers of KM include the need for improvedknowledge transfer, sharing and creation ofcross-functional teams of knowledge workers.

Team members Process Drivers: They are paying attention to

improving work processes through KM relatedinitiatives. The ability to foresee and respond tomarket trends is a critical capability required byan organization.

Economic drivers: Knowledge reschedulestraditional economics of an organization bygenerating additional returns and additional

value, hence it is increasingly employed.


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KM Approaches Repository Model approach: Key focus is on

document management and the reuse of explicitforms of knowledge

Communities of Practice (COP) approach:

Facilitates the transfer of knowledge by expertswithin affinity groups through dialogue andinterpersonal relations

Continuous learning approach: Facilitates

application of the knowledge acquired byindividuals in problem solving as well asenhanced decision making

Business Intelligence approach: Creation ofenterprise wide repositories and the extraction of

valuable information and knowledge through the


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Data, Information, and Knowledge Data: Unorganized and unprocessed facts;

static; a set of discrete facts about events

Information: Aggregation of data that makesdecision making easier

Knowledge is derived from information in the

same way information is derived from data; it is

a persons range ofinformation Wisdom: Wisdom is a condition of the human

mind typified by deep understanding and deep

insight. It is often accompanied by widespread

formal knowledge.14


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The DIKW Diagram pyramid form


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Data, Information, and

Knowledge Data is a set of discrete facts about events

Information becomes knowledge with questions likewhat implications does this information have for my

final decision? Knowledge is understanding of information based on

its perceived importance

Knowledge, not information, can lead to a competitiv

advantage in business Wisdom: Wisdom is a condition of the human mind

typified by deep understanding and deep insight. It isoften accompanied by widespread formal knowledge.

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KM Strategies in Organization What Knowledge to Share?- The Question of

what to share includes not only the type ofknowledge, but also its quality.

With Whom to share Knowledge: Knowledge

sharing programs may aim at sharing with eitheran internal or an external audience. InternalKnowledge sharing programs typically aim atmaking the existing business work better, fasteror cheaper, by arming the front-line staff of anorganization with higher quality, more up-to-dateand easily accessible tools and inputs to do theirjobs. External knowledge sharing poses greaterrisks- raising complex issues of confidentiality, etc


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How Will Knowledge be Shared?- There needsto be a consensus within the organization as to

the principal channels by which knowledge will be

shared, whether face-to-face, or by way of help

desks, by telephone, fax, email, collaborativetools or the web, or some combination of the

above.

Why will Knowledge be Shared?

Increasing speed

Lowering cost of operation

Accelerating innovation

Widening the client base


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THE KNOWLEDGE

ORGANIZATION

Create

Knowledge

Organization

CollectOrganiz

e

RefineDisseminate

Culture

Leadership

TechnologyIntelligence

Maintain

Competition

KnowledgeManagement

Process KM Drivers

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THE KNOWLEDGE

ORGANIZATION The middle layer addresses the KM life cycle

A knowledge organization derives knowledge

from customer, product, financial knowledge ,personnel practices knowledge.

Indicators of knowledge: thinking actively and

ahead, not passively and behind

Using technology to facilitate knowledge

sharing and innovation

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IDEAL KNOWLEDGE

MANAGEMENTStrategy Measurement Policy Content Process Technology Culture

People

PeopleKnowledgeExchange

Knowledge

Exchange

Knowledge

Assets

Knowledge

Capture

Knowledge

Internalization

People

Knowledge

Reuse

Knowledge

Reuse

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IDEAL KNOWLEDGE

MANAGEMENT The ideal knowledge organization allows people

to exchange knowledge across functional areas

via technology and established processes Knowledge internalized and adopted within the

culture of the organization

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KNOWLEDGE MANAGEMENT AND

INNOVATION

PEOPLE

Knowledge

Base

Outside

Environment

Existing methods/

processes

Learning

New

ideas

Conversion

Insights

Knowledge

Creation

Organizational

Benefits

Codified Technology

New products

New markets

Smarter problem-solving

Value-added innovation

Better quality customerservice

More efficient processes

More experienced staff

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THE KM CYCLE AND THE

ORGANIZATIONOrganizati

onal

personnel

Managemen

tMManage

ment

Decision

making

CultureInformatio

n

technology

KM Life

Cycle

. capture

. gathering

. organizing

. refining

. transfer

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KM LIFE CYCLE

Four-Process View of KM:

Capturing data entry, scanning, voice input,interviewing, brainstorming

Organizing cataloging, indexing, filtering,linking, codifying

Refining contextualizing, collaborating,collaborating, compacting, Projecting, mining

Transfer flow, sharing, alert, push

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PROMOTING TRUST

Decentralize organization structure to allowdecision making by teamwork

Reduce control-based management andencourage management by results

Revisit companys mission statement and ethicspolicy to demonstrate its new views aboutvalues

Assess and improve employee responsibilities

and accountability Eliminate unnecessary directives or barriers

Install programs to improve employeecommitment to knowledge sharing

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KM MYTHS KM is a fad KM and data warehousing are essentially the same

KM is a new concept

KM is mere technology

Technology distributes human intelligence KM is another form of reengineering

Company employees have difficulty sharingknowledge

Knowledge management works only within theorganization

Technology is a better alternative than face-to-face

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Question time !

1. What is market ing?

2. As a marketer, what are the three kinds o f jobs

or the three areas that you can expect to work

in?

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Learning Organization

According to Peter Senge, LearningOrganizations are: Organizations where people

continually expand their capacity to create the

results they truly desire, where new and

expansive patterns of thinking are nurtured,where collective aspiration is set free, and where

people are continually learning to see the whole

together.


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Five components of Learning

organization

Systems thinking Personal mastery

Mental models

Building shared vision Team Learning


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Systems Thinking: It is the discipline that integratesthe others, fusing them into a coherent body of theoryand practice. System theorys ability to comprehendand address the whole, and to examine theinterrelationship between the parts provides, both theincentive and the means to integrate the disciplines.

Personal Mastery: Organizations learn only throughindividuals who learn. Individual learning does notguarantee organizational learning. But without it noorganizational learning occurs. Personal mastery isthe discipline of continually clarifying and deepening

our personal vision, of focusing our energies, ofdeveloping patience, and of seeing reality objectively.People with a high level of personal mastery areacutely aware of their ignorance, their incompetence,and their growth areas. And they are deeply self-

confident.


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Mental Models: These are deeply ingrainedassumptions, generalizations, or even pictures and

images that influence how we understand the world

and how we take action. It also includes the ability to

carry on learningful conversations that balanceinquiry and advocacy, where people expose their own

thinking effectively and make that thinking open to the

influence of others.

Building Shared Vision: It starts from the position

that if any one idea about leadership has inspired

organization for thousands of years, its the capacity

to hold a share picture of the future we seek to

create. Such a vision has the power to be uplifting

and to encourage experimentation and innovation.


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Team Learning: Such learning is viewed as theprocess of aligning and developing the capacities

of a team to create the results its members truly

desire. It builds on personal mastery and shared

vision- but these are not enough. People need tobe able to act together. When teams learn

together, not only can there be good results for

the organization, members will grow more rapidly

than could have occurred otherwise.

Inhibitors to Becoming a


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Inhibitors to Becoming a

Learning Organisation

Short term fixes rather than long-term solutions

Reluctance to train (or invest in training)

Too many hidden personal agendas Tension between top-down order and bottom up anarchy

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Group ExerciseA close relative and his family own a two story

house in a reputed colony on a 60x40 site. Theyplan to be away for 3 months and have askedyou to supervise the repainting of the completeexterior of the house, including the roof. They

will pay you a fixed sum for the supervision.Payments to the painters, for material etc, theywill arrange separately.

How would you go about the task of assessing thework, estimating the cost and selecting a vendorto do the painting?

Outline your plan.

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M5- Knowledge Management CKM

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