1st Module.ppt 1st Module.ppt 1st Module.ppt

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1. 1
st
Module
Knowledge Management

2. Introduction
-Technological and social change have reshaped our world and
the way we work
-We have shifted from an industrial economy (focusing on
commercial products) to a knowledge economy (focusing on
services and expertise)
--This has affected most workplaces and most workers

3. External Influences on Organisations
• Globalisation – Access to more customers from far-flung
areas – Greater awareness of international practice
• Increased competition
• Increased pressure to be innovative and responsive
• Shareholder expectations – Pressure to achieve economies
of scale

4. External Influences (contd)
• Technological change
• Competition for high performing staff
• Forward planning and analysis – Review of emerging trends
– Learning from competitors Organisations are dynamic,
vulnerable and volatile….

5. The Changing Nature of Organisations
• The workplace has changed:
– Series of career paths
– Workforce composition
– Evolving roles and responsibilities
– Teamwork: complex and dynamic interactions
– Strong focus on relationship building
The Changing Nature of Organisations (contd)
• Communication
• Leadership – Many people fill leadership roles – Good
leadership is expected in most workplaces
• Decision making – More people participate in decision-
making – Many sources of information guide decisions

6. Why Manage Knowledge?
-Sharing best practices
-Globalization
-Rapid change
-Downsizing
-Managing information and communication
overload
-Knowledge embedded in products
-Sustainable competitive advantage

7. Knowledge
-Knowledge is the process of translating information(Data) &
past experience into a meaningful set of relationships which
are understood & applied by an individual.
-Knowledge is the process of identifying, capturing, organising &
disseminating the intellectual assets that are critical to the
organisations long –term performance.

8. -The move from an industrially-based economy to a knowledge or
information-based one in the 21st Century demands a top-notch
knowledge management system to secure a competitive edge
and a capacity for learning.
Knowledge management
The new source of wealth is knowledge, and not labor, land,
or financial capital. It is the intangible, intellectual assets that
must be managed.
• The key challenge of the knowledge-based economy is to
foster innovation.

9. Definitions of KM
•Knowledge Management is the art of creating value from the
intangible assets of an organization .(Seviby)
•Knowledge Management consists in the identification,
optimization, and dynamic management of the intellectual
assets possessed in explicit or implicit form by persons or
communities [Snowden]
•Managing knowledge = managing mindfully an end to end,
cycling process that links data, through information and
knowledge, to action [Callioni]

10. Knowledge management
• Designing and installing techniques and processes to
create, protect, and use known knowledge.
• Designing and creating environments and activities to
discover and release knowledge that is not known, or
tacit knowledge.
• Articulating the purpose and nature of managing
knowledge as a resource and embodying it in other
initiatives and programs.

11. Why KM? What’s the Big Deal?
•Reduces costs by decreasing and achieving economies of scale
in obtaining information from external providers.
•Increases productivity by making knowledge available more
quickly and easily.
•Provides workers with a more democratic place to work by
allowing everyone access to knowledge.

12. Data
Information
Knowledge
Intelligence Human, judgmental
Contextual, tacit
Transfer needs
learning
Codifiable, explicit
Easily transferable
Knowledge is different

13. Knowledge is intangible, dynamic, and difficult to measure, 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.
Knowledge is of two types

14. Tacit Knowledge
-how to identify the key
issues necessary to solve
problem
-Applying similar expeiences
from past situations
-Estimating work required
based on intuition &
experience
-Deciding on an appropriate
course of action
Explicit Knowledge
Procedures listed in a manual
Books and articles
-News reports and financial
statements
-Information left over from past
projects

15. Objectives of Knowledge Management
-Create knowledge repositories.
-Improve knowledge access.
-Enhance the knowledge environment.
-Manage knowledge as an asset.

16. Sources of KM
Experience
Adivce
Learning
Errors
External Sources
History
Individual
knowledge
Corporate
knowledge
Organizational
knowledge

17. •Measuring knowledge and information :
-Information is an inert substance; one must add something to
make it useful...belief (in the form of expectations), derived
from experience (or knowledge = information + belief)
-To create value...we need knowledge and the capacity to
manage that knowledge…to manage information and belief
systems
-Peter Senge: “learning is about increasing knowledge, where
knowledge is the capacity for effective action”.

18. Leadership:
-Leadership has a fundamental role in directing & shaping an
organisation by providing a sense of direction, vision &
purpose for al members
-The features of an effective leaders reflect in four ways;
-i. The capacity to explain & clarify the organisations purpose
& priorities
ii. The development of culture with in which the workers
operate ;
iii. The creation & maintenance of good people practices to
facilities effective work.
iv. The encouragement of high standards & high performance in
the work settings.

19. If your department wants to stop constantly reengineering and
downsizing: talented people are assets to be developed for a
global 21st Century
• If you are interested in the Knowledge Grid
• If you understand that reuse of knowledge saves work,
reduces communication costs, and allows a company to take
on more projects

20. Organizational Knowledge: Why Is It Important?
• Knowledge can be embedded in processes,
products, systems, and controls
• Knowledge can be accessed as it is needed from sources
inside or outside the firm
• It is versatile and can be transferred formally, through
training, or informally, by the way of workplace
socialization
• It is the essence of the competitive edge!

21. For Successful Managing of Knowledge
Focus on five tasks:
1.Generating knowledge
2.Accessing knowledge
3.Representing and embedding knowledge
4.Facilitating knowledge
5.Transferring knowledge
It is a process of instilling the culture and helping people find
ways to share and utilize their collective knowledge.

22. Knowledge Management Enablers
•Leadership
•Knowledge champions, such as CKOs
•Culture
•Access
•Technology
•Learning Culture

23. KM and Future Planning
•Where are we going? What are we here for?
•People need awareness of the whole: in what direction is the
organization going?
•To have a goal to reach in the future can provide great
incentive for a KM initiative.
•Effective leveraging lies within an organization’s capacity for
rethinking and recreating. Scenario thinking can help us to see
the blind spots, and help to create the future we want to
innovation.

24. Knowledge Culture
•Organisational culture describes the collective perceptions,
beliefs & values of employees in the work place.
•They here stories, observe incidents & outcomes, &
experience the influences & consequences first-hand.
•For example, the organisational structure, resource practices,
public recognition, priority settings all publicly affirm the
importance of certain organisational behaviors & values.

25. Roots of KM
Intellectual
assets
Knowledge
based
system
Intellectual
assets/capital

26. Seven Levers
•Customer Knowledge - the most vital knowledge
•Knowledge in Products - Ṽsmartsṽ add value
•Knowledge in People - but people Ṽwalkṽ
•Knowledge in Processes - know-how when needed
•Organizational Memory
•- do we know what we know?
•Knowledge in Relationships
•- richness and depth
•Knowledge Assets - intellectual capital

29. Learning & Developmental organisation in Learning & Developmental organisation in
KnowledgeKnowledge
1.Individual learning
- Self learning
- By HRM agencies
ex- Training worshops, training programs
-Action learning
-E- learning
2. Succession Planning
3. Learning Transfer

30. •Knowledge Management is the broadprocess of locating,
organizing, transferring, and using the information and expertise
within an organization.
•The overall knowledge managementprocess is supported by four
key enablers: leadership, culture, technology, and measurement.
• -- American Productivity & Quality Center

31. Knowledge Management Principles -
• KM is expensive (but so is stupidity!)
• Effective management of knowledge requires hybrid solutions of people and
technology.
• KM is highly political.
• KM requires knowledge managers.
• KM benefits more from map than models, more from markets than from hierarchies.
•Sharing and using knowledge are often unnatural acts.
• KM means improving knowledge work processes.
• Knowledge access is only the beginning.
• KM never never ends.
• KM requires a knowledge contract.

32. •The knowledge acquisition process should be part of the work process.
•Integration of knowledge from multiple disciplines has the highest
probability of creating new knowledge and value-added.
• Knowledge valuation should be conducted from customers’
perspective.
• KM focus should be on core knowledge critical to sustaining
company’s competitive edge.

33. KM -
• …Getting the right knowldege to the right people at the right time so that
they can make the best decisions (petrash,1996)
PETER DRUCKER -
• The most valuable assets of the twenty-first –century company are its
knowledge and knowledge workers.

34. PETER DRUCKER
• KNOWLEDGE Now Has Become The Capital Of A Developed
Economy.
THE VITAL RESOURCE
• The Intangible Asset
• THE only sustainable source of competitive advantage

35. Different Roles of KM –
•The Knowledge Manager
•Chief Knowldege Officer
•Chief Learning Officers
• Employ People To Make Sure That The Whole Business Knows How To
Learn.
Turn Data And Information Into Knowledge, gain, share and Apply
Intelligence
• Help Build Strategic Vision
• Create New Kind Of Organization / Roles

36. THE KNOWLEDGE MANAGER : KEY CHARACTERISTICS
1. WILL RECOGNISE KNOWLEDGE AS key asset
2. WILL ACCESS AND USE new TECHNOLOGY
3will be learners
4will be coaches
5will be member self-managing teams
6. Will be leaders
7. Will be effective decision makers

37. DESIGNING,DEVELOPING AND DEPLOYING A KM
SYSTEM : STEPS
1.Analyse knowledge existing in your organisation
2.Identify knowledge critical to your business
3.Align business strategy and km
4.Focus on processes, and tacit,not justexplicit knowledge
5.Build upon,not discard,existing it investments
6.Design a future-proof ,adaptable km system architecture
7.Build and deploy a reuslts-driven km system
8. Implement reward systems, leadership and cultural enablers
9. Develop and apply knowledge metric and calculate roi
10. Learn from km pioneers/legends..And even mistakes

38. Discover
-Combination
-Socialization
Capture
-Externalization
-Socialization
Sharing
-Socialization
-Exchange
Application
-Direction
-Routines
KM Process

39. 1. KM Discovery
Knowledge discovery may be defined as the development of new tacit
or explicit knowledge from data and information or from the
synthesis of prior knowledge.
• Combination
• Socialization

40. -Knowledge capture is defined as the process of retrieving either explicit or
tacit knowledge that resides within people, artifacts, or organizational
entities.
- Knowledge captured might reside outside the organizational boundaries,
including consultants, competitors, customers, suppliers, and prior
employers of the organization’s new employees
2. Knowledge Capture

41. a. Externalization involves converting tacit knowledge into explicit
forms such as words, concepts, visuals, or figurative language
b. Internalization is the conversion of explicit knowledge into tacit
knowledge. It represents the traditional notion of “learning”

42. • Knowledge sharing is the process through which explicit or tacit
knowledge is communicated to other individuals
• Effective Transfer
• Knowledge is shared and not recommendations based on knowledge
• It may take place across individuals, groups, departments or organizations
3.Knowledge Sharing

43. 4.Applications:
Direction & Routines
-Direction refers to the process through which individuals possessing the
knowledge direct the action of another individual without transferring to
that person the knowledge underlying the direction.
• Routines involve the utilization of knowledge embedded in procedures,
rules, and norms that guide future behavior.

44. Knowledge Management Systems -
KM systems utilize a variety of KM mechanisms and
technologies to support the KM processes like:
• Knowledge Management Discovery Systems
• Knowledge Management Capture Systems
• Knowledge Management Sharing Systems
• Knowledge Application Systems

45. -The process of sharing tacit knowledge or facilitating the learning of
explicit knowledge between one person and another.
-The knowledge must both be learned and be useable in a relevant context;
if both conditions do not exist, the knowledge has not been transferred.
Knowledge Transfer

46. Knowledge transfer process -
-Determine what knowledge must be transferred.
-Be able to articulate why the knowledge must be transferred.
-Determine to whom the knowledge is to be transferred.

47. Transfer and utilization -
Refers to the mechanical, electronic and interpersonal movement of
information and knowledge throughout the organization as well as its
application and use by members of the organization where ever they be
located.

48. Knowledge Transfer Tools -
-Job Aids
-Mentoring
-Process Documentation
-Identification of Best Practices
-Communities of Practice
-Job Shadowing
-Critical Incident Review
-Storytelling
- Document Repositories
-Structured On the Job Training

49. O
Culture (4)
Organisation (3)
Strategy (1)
Technology (2)
KM Frame Work -

50. 1.CULTURE
-Knowledge Sharing
-How often do employees collaborate?
-COLLABORATION VS RETENTION

51. 2.ORGANISATION
-Learning Structure
-Are the employees aware and supported?
-TOP DOWN VS BOTTOM-UP

52. 3.STRATEGY
-Knowledge Portfolio
-What kind of knowledge the company manage?
-EXPLORATION VS EXPLOITATION

53. 4.TECHNOLOGY
-Knowledge Systems
-Are the information tools blocking knowledge sharing?
-CODIFICATION VS PERSONALISATION

54. Knowledge Management Challenges
1.Return on Investment
2.Divisional Organization
3. Clear understanding of the concept of
4.Knowledge sharing

55. Knowledge Management Systems:
Knowledge Management Systems KMSs are computer-based information
systems that:
-can help an enterprise acquire, manage, retain, analyze, and retrieve
mission-critical information; and help turn enterprise information into well-
organized, abstract, and actionable knowledge; and
-can help an enterprise identify and inter-connect experts, managers, and
knowledge workers; and help extract, retain, and disseminate their
knowledge in an organization .

56. THE DRIVERS for KMS :
-Technology Drivers.
-Process Drivers
-Personnel-Specific Drivers
-Knowledge-Related Drivers
- Financial Drivers

57. CHALLENGES IN BUILDING KM SYSTEMS:
Culture — getting people to share knowledge
Knowledge evaluation — assessing the worth of knowledge
across the firm
Knowledge processing — documenting how decisions are
reached
Knowledge implementation — organizing knowledge and
integrating it with the processing strategy for final
deployment

58. KMS
End-
users
services
Corporate
strategy
Related
technical
systems
Knowledge
content
Technical
systems
Applications

59. Knowledge subsystem
1.Acquisition – within and outside organization
2.Creation – new knowledge through problem solving ,
innovative programmes and converting tacit to explicit
3.Storing – coding and preserving of value-added knowledge for
easy access

60. KM in the workplace.
We recognize a connection between knowledge and the
workplace. As managers and organizational leaders began
to place value on knowledge and the role of knowledge
developed within the organization (and of encouraging an
organizational culture in which knowledge is shared by all
employees at all

61. Knowledge Services
-An effective KSs provides support to knowledge users &
contributors in the organisation to encourage knowledge
sharing & better knowledge practices.
- Knowledge services encompass professional, social &
technical services provided to members of the knowledge
community.

62. Features of Knowledge Services
1. Rely on Customers
2.Services are of Simultaneous nature
3. Perishability
4. Customization

63. Effective
knowledge
services
incorporates
Evaluation/analysis/
reporting
Knowledge
system
development
communication
Competency
development
consulting
Facilities/
promotion/
community
development
Enabling
opportunities
Relationship
building
Major features
of effective
knowledge
services
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