ckm km module 5 notes

8/11/2019 CKM KM Module 5 Notes

1/17

Module-5Module-5

Knowledge Management

Module overviewModule overview

Introduction

Definition

Evolution

Need, drivers, scope

Approaches in org

Strategies in org

Components and functions

Understanding nowledge

!earning org, " components of learning org

Knowledge sources and documentation

IntroductionIntroduction

Knowledge is rapidl# displacing capital

Unsta$le marets necessitate, reshaping of product % pro&ect lines


2/17

A$ilit# to e'ploit its own intellectual resources(

)nl# the nowledgea$le will survive(

Knowledge is the e# driver for decision support and decision maing andena$les effective decision $# maing nowledge a$out past pro&ects

IntroductionIntroduction

*(KM re+uires a strong culture of sharing

( nowledge, sills, competencies and insight that the emplo#ee possessed at all

levels of the organi-ation(

.(/lo$al maret and increasing nowledge re+uirements

What is KnowledgeWhat is Knowledge

Knowledge is &ustified true $elief( Ayer, A.J. (195!. The Problem ofKnowledge.

Knowledge is a fluid mi' of framed e'perience, values, conte'tualinformation and e'pert insight that provides a framewor for evaluating and

incorporating new e'perience and information(

Knowledge "anage"entKnowledge "anage"ent

KM is the process of capturing and maing use of a firm0s collectiveenterprise an#where in the $usiness1 on paper, in document, in data$ases

2called e'plicit nowledge3 or in people0s heads 2called tacit nowledge3(

What is Knowledge Manage"ent#What is Knowledge Manage"ent#

Defined in a variet# of wa#s(


3/17

KM in education4 a strateg# to ena$le people to develop a set of practices tocreate, capture, share % use nowledge to advance(

KM focuses on4

people who create and use nowledge(

processes and technologies $# which nowledge is created, maintained

and accessed(

artifacts in which nowledge is stored 2manuals, data$ases, intranets,

$oos, heads3(

What is Knowledge Manage"ent#What is Knowledge Manage"ent#

$Knowledge "anage"ent is a disci%line that %ro"otes an integrateda%%roach to identi&ying, "anaging and sharing all o& an enter%rise's

in&or"ation needs.

Where does KM co"e &ro"#Where does KM co"e &ro"#

5echnolog#

Infrastructure, Data$ase, 6e$, Interface

/lo$ali-ation

6orld wide marets, North American integration

Demographics

Aging population, worforce mo$ilit#, diversit#


4/17

Economics

Knowledge econom#

Customer relations

7ualit#

Increase in information

Speciali-ation, 8olume, )rder

ata, In&or"ation ) Knowledgeata, In&or"ation ) Knowledge

*wo ty%es o& +nowledge*wo ty%es o& +nowledge

Explicit knowledge

or"al or codi&ied

ocu"ents re%orts, %olicy "anuals, white %a%ers, standard

%rocedures

ataases

/oo+s, "aga0ines, ournals (lirary!

Implicit (Tacit) knowledge

In&or"al and uncodi&ied

2alues, %ers%ectives ) culture

Knowledge in heads


5/17

Me"ories o& sta&&, su%%liers and vendors

3eed &or KM3eed &or KM

Increase profits of revenues

9etain e# talent and e'pertise

Improve customer retention and satisfaction

Defend maret share against new entrants

Accelerate time to maret with product

:enetrate new maret segments

9educe costs

Develop new products and services

4volution o& KM4volution o& KM

A no of theories have contri$uted to the evolution and development of KM asa su$&ect(

;


6/17

In ;


7/17

5his is made possi$le $# the integration of compan#0s nowledge processeswith its $usiness processes to su$stantiall# enhance $usiness performance(

5he +ualit# and effectiveness of a decision are anchored directl# to empa$ilit# to access e# information(

Effective KM s#stems allow people to learn from past decisions $oth goodand $ad and to appl# the lessons learned to comple' choice and future

decisions(

*echnology drivers*echnology drivers

5echnological impetus has revolutioni-ed the wa# the individuals as well asorg communicate, store and e'change data at a lower cost and higher speed(

5he increase of computer has significantl# contri$uted to the high volumes ofinformation, which are availa$le to an individual(

Information can $e moved across locations electronicall#B it is people whoturn that info into efficient decisions rel#ing upon their intelligence and

e'pertise(

Intra organi0ational driversIntra organi0ational drivers

Uncertainties in$uilt in new products and service development processes leadto comple' reliance among and $>w different functional areas and re+uire

inputs and cooperation from different departments to achieve &oint o$&ectives(

Companies rel# on pro&ect centered teams for the onl# purpose to $ring

together the $est of their talent and e'pertise(

6 drivers6 drivers


8/17

It include the need for improved nowledge transfer, sharing and creation incross functional teams of nowledge worersB

5o deal with comple' and changing emplo#ee e'pectations, together with theneed to prevent loss of nowledge as teams are put together and reesta$lished(

5eam mem$ers are mi'ed up across pro&ects over time and across segmentswhere their functional e'pertise is valued more than their nowledge gained

during the process of partnership with the mem$ers of other functional areas(

7rocess drivers7rocess drivers

)rg have $een terrified $# generation of outmoded solutions and repeatingmistaes committed in the past $ecause the# effectivel# identif# or move $estpractices an e'perimental nowledge from one location to another or from

one pro&ect to another(

5he a$ilit# to foresee and respond to maret trends is a critical capa$ilit#re+uired $# an org(

7rocess drivers7rocess drivers

An org must $e a$le to picture the overall scenario or canvas and should notreact onl# on the $asis of tendenc#(

An org needs to $e proactive and anticipate the forces that will shape themarets in their field of operation(

As competitors $ecome increasingl# receptive to customer needs, companiesmust match the effort, using the right application of nowledge within the

proper structures and process

4cono"ic drivers4cono"ic drivers


9/17

5he promise of rising returns indeed maes the process a more promisinginvestment than man# fi'ed assets(

@asic economic theor# suggests most assets with the e'ception of nowledgeare su$&ect to diminishing returns(

KM 8co%e 8hi&ts to Wider ocusKM 8co%e 8hi&ts to Wider ocus

KM Its 8igni&icanceKM Its 8igni&icance

::ersonal

Improved earnings potentials

More effective personal decision maing

9aised +ualit# of life

:Industrial

/reater competitive effectiveness

@etter products and services

@eneficial for customers and consumers

Societal

Increased progress from $etter educated citi-enr#

Improved social and economic environments


10/17

More desira$le societ#

KM ItsKM Its

RealReal

8igni&icance8igni&icance

8"all Actions ;ead to /road /ehavior8"all Actions ;ead to /road /ehavior

Maye Just Maye Maye Just Maye

We 3eed to ?nderstandWe 3eed to ?nderstand

KM a%%roachesKM a%%roaches

:ossi$le approaches that needs to $e adopted $# org in implementing KMs#stem(

5hese approaches depend on strateg# adopted $# the org in harnessing andleveraging their intrinsic nowledge(

9epositor# model approach

Communities of practices approach

Continuous learning approach

@usiness intelligence approach


6e%ository "odel a%%roach4

e# focus in on document management and the reuse of e'plicit forms of

nowledge(


11/17

=o""unities o& %ractice a%%roach

facilitates the transfer of nowledge $# e'perts within affinit# groups

through dialogue and interpersonal discussions


=ontinuous learning a%%roach4

facilitates application of the nowledge ac+uired $# individuals in

pro$lem solving as well as enhanced decision maing

/usiness intelligence a%%roach4

creation of enterprise wide repositories and the e'traction of valua$le

information and nowledge through the mining of these repositories

KM strategies in orgKM strategies in org

6hat nowledge to share

6ith whom to share nowledge

ow will nowledge $e shared

6h# will nowledge $e shared

What +nowledge to shareWhat +nowledge to share

Knowledge sharing program will differ considera$l# depending on the t#pe ofnowledge $eing shared


12/17

Knowledge sharing are limited to specific function, such as sales andmareting or research or a specific area of e'pertise such as engineering

Knowledge sharing s#stems allow in var#ing degrees of new and promisingideas that have not #et $een authenticated(

With who" to share +nowledgeWith who" to share +nowledge

Knowledge sharing programs aim at sharing either an internal or an e'ternalaudience

Internal nowledge sharing programs t#picall# aim at maing the e'isting

$usiness wor $etter, faster or cheaper, $# arming the front line staff of an orgwith higher +ualit#, more up to date and easil# accessi$le tools and inputs to

do their &o$s

E'ternal nowledge sharing poses greater riss than internal sharingprograms1raising comple' issues of confidentialit#, cop#right, and in the case

of the private sector, the protection of proprietar# assets = $ut it ma# also

offer greater potential $enefits

ow will +nowledge e shared#ow will +nowledge e shared#

5he principal channels $# which nowledge will $e shared

ace to face

elp dess

5elephone

a'

Email


13/17

Colla$orative tools

6e$

Com$ination of a$ove

Why will +nowledge e shared#Why will +nowledge e shared#

5o contri$ute to org performance

Increasing speed

!owering costs of operation

Accelerating innovation

6idening the client $ase

8trategy 2s KM strategy8trategy 2s KM strategy

=o"%onents o& +nowledge "anage"ent=o"%onents o& +nowledge "anage"ent

If #ou want to manage nowledge, record the current state of nowledgewithin #our organi-ation it is nowada#s a rather difficult tas(

the# used to thin that $# &ust having a nowledge manager or a group ofnowledge managers the# would $e a$le to maintain a certain level of +ualit#(

5hese managers will review the content and decide if something should orshould not $e listed in the nowledge repositor#(

Knowledge lea+sKnowledge lea+s


14/17

5he $ig downside of this is that there a few people who are deciding or thecomplete what assets are useful and that #ou need to have an# assets in the

first place(

5he nowledge that wasn0t shared in assets or wasn0t approved $# thenowledge manager simpl# evaporated and was in $est case &ust not listed in

the repositor# $ut in worst case the information was lost(

If #ou want to prevent nowledge leaing it is most liel# #ou will need threecomponents4

)rgani-ation components

5echnolog# components

Knowledge processes

*hree co"%onents o& +nowledge "anage"ent*hree co"%onents o& +nowledge "anage"ent

=o"%onents o& KM=o"%onents o& KM

5hese three components are tightl# lined and ena$les a continuous processof nowledge recording(

5here is no small group that is deciding for ever#$od# what is useful(

It is ever#$od# that decides what is useful for ever#$od#4 in some

cases e'plicitl# as in uploading and rating assets in the repositor# and othercases much more passive $# &ust having a conversation on the social

networing platform(

unctions o& KMunctions o& KM

6e can divide all the functions performed $# KM in five main categories4


15/17

Inter"ediation

4>ternali0ation

Internali0ation

=ognition

Measure"ent


Inter"ediation4 Intermediation refers to the $roering or nowledgetransfer $etween an appropriate nowledge provider and nowledge

seeer(

Its role is to match a nowledge seeer with the optimal source of

nowledge for that seeer(

@# doing so, intermediation ensures a much more efficient transfer of

nowledge(


4>ternali0ation4 E'ternali-ation refers to the transfer of nowledge from theminds of its holders into an e'ternal repositor#, in the most efficient wa#

possi$le(

5he function of e'ternali-ation is to provide the sharing of nowledge(

5his is where Competitive Intelligence>@usiness Intelligence comes in(


16/17

5hrough KM tools it is possi$le to trac the vast +uantit# of data a$outcompetitors F from news stories to price changes(

unctions o& +nowledge "anage"entunctions o& +nowledge "anage"ent

Internali0ation4 Internali-ation is the e'traction of nowledge from thee'ternal repositor#, and the filtering of this nowledge to provide greater

relevance to the nowledge seeer(

Knowledge should $e presented to the user in the form most suita$le to itscomprehension(

5his function ma# include interpretation and>or reformatting of thepresentation of the nowledge(

5o implement this function, companies can $uild #ellow pages thus mappingand categori-ing the sills and wor e'perience of the organi-ation(

Another aspect of internali-ation would $e the documentation of $estpractices(

unctions o& +nowledge "anage"entunctions o& +nowledge "anage"ent

=ognition4 Cognition is the function of s#stems to mae decisions $ased on

availa$le nowledge( Cognition is the application of nowledge which has$een e'changed through the preceding three functions(

Measure"ent4 Measurement refers to all KM activities that measure, mapand +uantif# corporate nowledge and the performance of KM solutions( 5his

function acts to support the other four functions, rather than to actuall#

manage the nowledge itself(


17/17

4nd o& "odule-54nd o& "odule-5

5han #ou

ckm km module 5 notes

Documents