mgt466 knowledge management dr adel presentation #1-3
Post on 27-Nov-2014
98 Views
Preview:
TRANSCRIPT
04/09/23 1Dr Adel Al-Alawi MGT446 UOB 2010-2011
Getting information that is locked inside a brain or disparate computer systems into a central repository or store is no simple task.
"Ultimately, everyone must feed information in as they gain experience and expertise, and the information must be stored and routed so that people can use it. The design and thinking that go into the process are crucial. Success does not happen by accident," says Thomas Stewart.
Thomas A. Stewart is the Chief Marketing and Knowledge Officer of Booz & Company,[1] a global management consulting firm. Prior to joining Booz & Company, he was the editor and managing director of Harvard Business Review (HBR) from 2002-2008.[1] Prior to joining HBR, he was editorial director of Business 2.0 and a member of the Board of Editors of Fortune magazine.
04/09/23 2Dr Adel Al-Alawi MGT446 UOB 2010-2011
DefinitionsDo you really need KM?Do you need a Chief Knowledge Officer
CKO?What’s the strategy?Types of knowledge management systemsOrganizational changes to expectKM software tools
04/09/23 3Dr Adel Al-Alawi MGT446 UOB 2010-2011
Knowledge is intangible, dynamic, and difficult to measure, but without it no organization can survive.
Tacit ضمني :: or unarticulated or unspoken or unstated 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:واضح : explicit knowledge can easily be written down and codified.
04/09/23 4Dr Adel Al-Alawi MGT446 UOB 2010-2011
1-5
Process of capturing and making use of a firm’s collective expertise anywhere in the business
Doing the right thing, NOT doing things rightViewing company processes as knowledge
processesKnowledge creation, dissemination, upgrade,
and application toward organizational survivalPart science, part art, part luck
1-6
KnowledgePEOPLE
TECHNOLOGY
ORGANIZATIONALPROCESSES
1-7
Oral Communication“Tacit” Knowledge
50-95%
Information Request“Explicit” Knowledge
Explicit Knowledge Base5 %
Information Feedback
1-8
Create
KnowledgeOrganization
Collect
Organize
Refine
Disseminate
Culture
Leadership
Techno-logy
IntelligenceMaintain
Competition
KnowledgeManagementProcess
KM Drivers
The middle layer addresses the KM life cycleA knowledge organization derives knowledge from customer, product, and financial knowledge. Also from financial practicesIndicators of knowledge: thinking actively and ahead, not passively and behindUsing technology to facilitate knowledge sharing and innovation
1-9
PEOPLE
KnowledgeBase
OutsideEnvironment
Existing methods/processes
Learning
Newideas
Conversion
Insights
KnowledgeCreation
OrganizationalBenefits
Codified Technology
• New products• New markets• Smarter problem-solving•Value-added innovation•Better quality customer service•More efficient processes•More experienced staff
1-10
Strategy Measurement Policy Content Process Technology Culture
People
PeopleKnowledgeExchange
Knowledge Exchange
Knowledge Assets
KnowledgeCapture
KnowledgeInternalization
People
KnowledgeReuse
KnowledgeReuse
The ideal knowledge organization allows people to exchange knowledge across functional areas via technology and established processesKnowledge internalized and adopted within the culture of the organization
1-11
Organizational personnel
Organizational personnel
ManagementDecision making
Culture
Informationtechnology
KM Life Cycle. capture. gathering. organizing. refining. transfer
Figure 1-6 The KM cycle and the organization
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.
04/09/23 12Dr Adel Al-Alawi MGT446 UOB 2010-2011
Up to this slide 22 May 2011
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.
04/09/23 13Dr Adel Al-Alawi MGT446 UOB 2010-2011
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.
04/09/23 14Dr Adel Al-Alawi MGT446 UOB 2010-2011
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 or promote innovation.
04/09/23 15Dr Adel Al-Alawi MGT446 UOB 2010-2011
For several decades the world's best-known forecasters of societal change have predicted the emergence of a new economy in which brainpower, not machine power, is the critical resource. But the future has already turned into the present, and the era of knowledge has arrived.
--"The Learning Organization," Economist Intelligence Unit
04/09/23 16Dr Adel Al-Alawi MGT446 UOB 2010-2011
The knowledge economy rests on three pillars:
The role that knowledge plays in transactions: it is what is being bought and sold; both the raw materials and the finished goods
The concurrent rise in importance of knowledge assets, which transform and add value to knowledge products
The emergence of ways to manage these materials and assets, or KM
04/09/23 17Dr Adel Al-Alawi MGT446 UOB 2010-2011
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.
04/09/23 18Dr Adel Al-Alawi MGT446 UOB 2010-2011
Competitive success will be based on how strategically intellectual capital is managed
Capturing the knowledge residing in the minds of employees so that it can be easily shared across the enterprise
Leveraging organizational knowledge is emerging as the solution to an increasingly fragmented and globally-dispersed workplace
04/09/23 19Dr Adel Al-Alawi MGT446 UOB 2010-2011
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 GridIf you understand that reuse of knowledge
saves work, reduces communication costs, and allows a company to take on more projects
04/09/23 20Dr Adel Al-Alawi MGT446 UOB 2010-2011
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 way of workplace socialization
It is the essence of the competitive edge!04/09/23 21Dr Adel Al-Alawi MGT446 UOB 2010-2011
Only if your organization is serious about implementing a knowledge management program
Economic realities and and competitive edge factors play a large role
04/09/23 22Dr Adel Al-Alawi MGT446 UOB 2010-2011
There are two very different knowledge management strategies:
Codification Strategy
Personalization Strategy
04/09/23 23Dr Adel Al-Alawi MGT446 UOB 2010-2011
Competency Management
Knowledge Sharing
Competitive Knowledge Management
04/09/23 24Dr Adel Al-Alawi MGT446 UOB 2010-2011
Focus on five tasks: Generating knowledgeAccessing knowledgeRepresenting and embedding knowledgeFacilitating knowledgeTransferring knowledge
It is a process of instilling the culture and helping people find ways to share and utilize their collective knowledge.
04/09/23 25Dr Adel Al-Alawi MGT446 UOB 2010-2011
LeadershipKnowledge champions, such as CKOsCultureAccessTechnologyLearning Culture
04/09/23 26Dr Adel Al-Alawi MGT446 UOB 2010-2011
Changing the culture is imperative. To create a climate in which employees
volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal: finding ways to build trust and develop fair process.
That means getting the gatekeepers to facilitate the flow of information rather than hoard it.
And offering rewards and incentives.04/09/23 27Dr Adel Al-Alawi MGT446 UOB 2010-2011
Generating organizational knowledge invariably means converting the tacit knowledge of the individual into explicit knowledge accessible by all. Information technology is most effective when it enables this social process.
Companies must think through their technological systems.
Technology such as Intranets and advanced collaborative software have made Knowledge Management possible.
04/09/23 28Dr Adel Al-Alawi MGT446 UOB 2010-2011
Lines between departments and operating divisions blur
Knowledge management efforts can completely collapse boundaries
A knowledge management system cannot work through hierarchies
Individual and team learning processes must become the true driver of organizational learning
04/09/23 29Dr Adel Al-Alawi MGT446 UOB 2010-2011
By instituting a learning organization (KM-intensive), there is an increase in employee satisfaction due to greater personal development and empowerment.
Keeps your employees longer and thereby, reduces the loss of intellectual capital from people leaving the company.
Saves money by not reinventing the wheel for each new project.
04/09/23 30Dr Adel Al-Alawi MGT446 UOB 2010-2011
Up to this slide on 24 May 2011
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.
04/09/23 31Dr Adel Al-Alawi MGT446 UOB 2010-2011
Learning faster with KM Learning faster to stay competitiveKM software and technological
infrastructures allow for global access to an organization’s knowledge, at a keystroke
04/09/23 32Dr Adel Al-Alawi MGT446 UOB 2010-2011
Information is widely disseminated throughout the organization. Wherever it is needed, it is accessible.
Accessible at a fast rate of speed.Virtual communities of practice share what is
known in a global fashion, independent of time zones and other geographic limitations.
Business boundaries are broad, and often virtual in nature.
Collaboration to support continuous innovation and new knowledge creation.
04/09/23 33Dr Adel Al-Alawi MGT446 UOB 2010-2011
No internal learning communitiesLack of psychological safetyLack of workplace trustArrogance of people who believe they
know everything, so why try?Lack of communication within an
organization made evident by continually reinventing the same wheel
Negativity and unrealistic expectations04/09/23 34Dr Adel Al-Alawi MGT446 UOB 2010-2011
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.
04/09/23 35Dr Adel Al-Alawi MGT446 UOB 2010-2011
There are three fundamental processes that sustain or contiunue profound changes such as the introduction of a KM system:
developing networks of committed peopleimproving business resultsenhancing personal results
To achieve sustainability, there must be a focus on learning, and learning how to harness the learning capabilities that lead to innovation. 04/09/23 36Dr Adel Al-Alawi MGT446 UOB 2010-2011
For significant change to lead to sustainability, hierarchical control must be put aside.
The emergence and development of informal networks must be supported so that people can share their tacit knowledge and help one another.
Managers need to surrender control.And mental models need to be examined.
04/09/23 37Dr Adel Al-Alawi MGT446 UOB 2010-2011
Globalserve Knowcorp Hyperknowledge MicroStrategy The Molloy Group KnowledgeX Inc. WebFarming.com Softlab Enabling
Tools
Imagination Excalibur
TechnologiesImaging Solutions Grapevine
Technologies Intraspect Software Milagro: The Power
of Imagination 04/09/23 38Dr Adel Al-Alawi MGT446 UOB 2010-2011
The essence of knowledge management is understanding and valuing intangible assets over tangible
Understanding that human and intellectual capital are the greatest resources
Managing the skills and competencies that lie within an organization, and allowing them to blossom
Allowing people to be the best that they can be; optimizing performance
04/09/23 39Dr Adel Al-Alawi MGT446 UOB 2010-2011
1-40
Four-Process View of KM:Capturing – data entry, scanning, voice
input, interviewing, brainstormingOrganizing – cataloging, indexing,
filtering, linking, codifyingRefining – contexualizing, collaborating,
contexualizing, collaborating, compacting, Projecting, mining
Transfer – flow, sharing, alert, push
1-41
Decentralize organization structure to allow decision making by teamwork
Reduce control-based management and encourage management by results
Revisit company’s mission statement and ethics policy to demonstrate its new views about values
Assess and improve employee responsibilities and accountability
Eliminate unnecessary directives or barriersInstall programs to improve employee
commitment to knowledge sharing
1-42
Literacy + Electronic Infrastructure +Social Revitalization =
Opportunity for New Societal Infrastructure
1-43
Strategists needs all three change elementsLiteracy and Electronic infrastructures
relate to knowledge distributionSocial revitalization relates to motivation
1-44
Knowledge is productive ONLY when captured in people’s mind
Shareability requires decentralized intelligence
We need to empower knowledge workersTop performers can be a problem; they are
not the most humble
1-45
The Knowledge Business has already changed
Are you in the knowledge business?How will you close your knowledge gap?Is your mind geared to re-think what you
think you know?
Chapter 1
top related