copyright (c) hollrah, kahle, nelson, siripanadorn, & van emden 20021 knowledge management ryan...
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Copyright (c) Hollrah, Kahle, Nelson, Siripanadorn, & Van Emden 2002 1
Knowledge Management
Ryan Hollrah, Christine Kahle, Frank Nelson, Ekkarin Siripanadorn,
& John Van Emden
Copyright (c) Hollrah, Kahle, Nelson, Siripanadorn, & Van Emden 2002 2
What is Knowledge & What is not Knowledge
Data
Information
Knowledge
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The set of discrete, objective facts about events.Represent of facts, documents, sounds, images, concepts, or instructions suitable for communication, interpretation and processing.Easily stored, manipulated, retrievedRaw material used for the creation of information
Data
Source: www.synet.com; www.acm.org/ubiquity/book/t_davenport_1.html
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Example of Data
1234567
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Collection of data in an organized mannerPattern of data that have meaning.Facts and data organized to describe a particular situation or condition. Constructed by human beings and process of making sense.People are the most valuable information resources provide access to knowledgeable individuals.
Information
Source: www.synet.com; www.acm.org/ubiquity/book/t_davenport_1.html
Copyright (c) Hollrah, Kahle, Nelson, Siripanadorn, & Van Emden 2002 6
Example of Information
My bank account
number is “1234567”
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Understanding of information & data.Information combined with experience, context, interpretation and reflection.Develop over time through experience.We use knowledge to determine what a specific situation means. Knowledge is applied to interpretSharing of knowledge is difficult than sharing data & information
Knowledge
Source: www.synet.com; www.acm.org/ubiquity/book/t_davenport_1.html
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Example of Knowledge
My bank account number is “1234567”
How this number is importance to me?
Where can I use this account?
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Types of Knowledge Knowledge is shared between groups and communities
through shared experience and through the transfer of both explicit and tacit knowledge.
Explicit Knowledge
Tacit Knowledge
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Explicit Knowledge
Explicit Knowledge
Explicit knowledge is formal knowledge that can be directly and completely transferred throughout an organization. It is possible to touch, see, hear, feel and manipulated them. It comes in the form of books, reports, data files, audio cassettes, manuals and etc.
Source: www.synet.com
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Tacit Knowledge
Tacit Knowledge
Tacit knowledge is more implicit and much harder to articulate. Tacit knowledge resides in the heads of people and is gained mainly through experience. It's often personal and difficult to capture but it has the most value.
Source: www.synet.com
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Information Knowledge
“Information is not knowledge until and unless it is applied effectively.”
Dan Burrus, Futureview, 1989
Source: www.km-forum.org/t000008.htm
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Information Knowledge
“ Knowledge is what I have. Information is what I give to you.”
“What I give you is information, even if it represents my knowledge.”
“I possess knowledge, not information.”
“When I pass my knowledge on to you, I do it in the form of information exchange.”
“I take the information that you give to me (your knowledge) and add it to my knowledge to create new knowledge and to make decision.”
Source: www.jpcripwell.com/IandK.html
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Data
Information
Knowledge
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Knowledge Management
"Knowledge management involves the capture of your organization's information and experience so that it becomes part of your organization's know-how and expertise which can be pooled, disseminated and used by your skilled staff in doing and winning profitable business.”“Knowledge management is nothing more or less than the deliberate management of three resources - people, process, and technology - to put the intellectual capital of a company to work.”
Source: www.retaininternational.com and Reference 8.
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Why we need knowledge management now
Why do we need to manage knowledge? Ann Macintosh of the Artificial Intelligence Applications Institute (University of Edinburgh) has written a "Position Paper on Knowledge Asset Management" that identifies some of the specific business factors, including:
Source: www.media-access.com/whatis.html
Marketplaces are increasingly competitive and the rate of innovation is rising.
Reductions in staffing create a need to replace informal knowledge with formal methods.
Competitive pressures reduce the size of the work force that holds valuable business knowledge.
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Why we need knowledge management now con’t.
The amount of time available to experience and acquire knowledge has diminished.
Early retirements and increasing mobility of the work force lead to loss of knowledge.
There is a need to manage increasing complexity as small operating companies are trans-national sourcing operations.
Changes in strategic direction may result in the loss of knowledge in a specific area.
Source: www.media-access.com/whatis.html
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Case Study
Bridge Information Systems
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Overview and Core BusinessFinancial information provider founded 28 years ago in St. LouisOver 5,000 employees operating in 65 international officesLargest provider of financial information and related services in North AmericaServices financial institutions, banks and individual investors
Source: Dianna Leach, Director of Marketing & Communications, Interviewed in person by Ryan Hollrah, September 17th, 2002 & October 4th, 2002.
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Client Characteristics99 of the Top 100 World Banking Companies, 97 of the Top 100 Money managers in the US, 100% of the Top Equity funds in the US
Notable Clients: Morgan Stanley, Merrill Lynch and Charles Schwab
Source: Dianna Leach, Director of Marketing & Communications, Interviewed in person by Ryan Hollrah, September 17th, 2002 & October 4th, 2002.
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Organization Chart
E x e cu tive V PN o rth A m e rica n B IS
E x e cu tive V PD a ta M a n ag e m e nt
C T O E x e cu tive V PE u ro pe /M id d le E a s t/A frica
E x e cu tive V PA s ia
G e n era l C ou n s e l
C E O
Source: Dianna Leach, Director of Marketing & Communications, Interviewed in person by Ryan Hollrah, September 17th, 2002 & October 4th, 2002.
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Why Knowledge Management?Bridge operates 65 offices in a global environment.
Products are changing all the time.
Source: Dianna Leach, Director of Marketing & Communications, Interviewed in person by Ryan Hollrah, September 17th, 2002 & October 4th, 2002.
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KM StrategyDevelop an Intranet to allow employees around the world to to exchange information.
Make it easy for Bridge’s global sales staff to have all information available.
A place where explicit and tacit knowledge can be shared.
Source: Dianna Leach, Director of Marketing & Communications, Interviewed in person by Ryan Hollrah, September 17th, 2002 & October 4th, 2002.
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IntranetWeb site developed and run completely in house.
Includes product information, company background, executive bios, trouble shooting databases, company policies and a phone book
Source: Dianna Leach, Director of Marketing & Communications, Interviewed in person by Ryan Hollrah, September 17th, 2002 & October 4th, 2002.
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SuccessesInformation was posted and up-to-date within hours of receiving it.
Offered the sales staff the information needed to finalize product sales.
Shared explicit and tacit knowledge successfully.
Source: Dianna Leach, Director of Marketing & Communications, Interviewed in person by Ryan Hollrah, September 17th, 2002 & October 4th, 2002.
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Case Study
Architecture & Engineering
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Overview & Core BusinessArchitecture & Engineering firm founded 50 years ago in Buffalo, NY.Ten offices with 500 employees in the United States and Canada.Services for large organizations such as College/University, Health Sciences, Corporate/Commercial, and Federal clients.The firm has recognized experts in each of the building types for these clients. Clients will choose Cannon Design because of their expertise and community involvement.Work in a Single Firm, Multi-Office (SiFMO) concept – when you hire Cannon Design all 10 offices are working on your project.2002 projected revenue is $54.6 million with a net income of about $5 million.
Source: Client Leadership Forum, Gary Miller CEO, Cannon Design, January 2002.
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Client CharacteristicsLarge Organizations
Complicated decision making structures
Community Involvement during process
Complicated information distribution chains
Construction projects between $5 to $200 million
Source: Client Leadership Forum, Gary Miller CEO, Cannon Design, January 2002.
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MIS OrganizationThe total company MIS department’s staff consists of 7 fulltime IS, 4 part-time IS for AutoCAD, and 2 general managers overseeing AutoCAD & the Intranet.There is no CIO, and there has never been one. Twenty months ago the Director of IT resigned.An IS Leadership Group, consisting of 3 fulltime IS and 1 part-time IS, who report to the Director of Operations, was formed in March.The total IS budget is unknown because there are no official line items for these expenses.Staff is busy ‘putting out fires’ - no time for testing or strategizing with ‘add an appliance’ attitude.
Source: John Van Emden, Cannon Design, November 5, 2002.
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Organizational Chart
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Why Knowledge Management?
Construction DetailsSpecificationsBuilding & Zoning CodesLegal DocumentsForms
Building Design Strategy
Expert Perspectives
Project Type Management
Building Specialties
Sharing Knowledge Between 10 Offices
Explicit Knowledge Tacit Knowledge
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KM StrategyDevelop Intranet & ActiveAEC (Architecture-Engineering-Construction) sites to share explicit and tacit knowledge with all offices.Company resources of explicit knowledge can be viewed and downloaded from sites.Experts can share their knowledge in practice areas that will focus on building types.Collaboration tools will be integrated to assist everyone in working together.
Source: Intranet Webmaster interview by John Van Emden, Cannon Design - October 1, 2002.
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IntranetA customized site running on ColdFusion server on RedHat Linux.
Firm Resources with building details, legal documents, standardized forms, and Administration & IS information.
Practice Areas with shared knowledge categorized by building type.
Information about all staff across the company.
Source: Intranet Webmaster interview by John Van Emden, Cannon Design - October 1, 2002.
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ActiveAECA purchased product that runs on Active Server Pages on Windows 2000 Server.
Collaboration tools for working with the project team.
Posting area for all project documents.
Interaction and management with the client.
Scheduling tools to manage timelines and deadlines.
Source: Ben Cein interview by John Van Emden, Cannon Design - September 13, 2002.
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KM DevelopmentActiveAEC was rolled out 16 months ago on its own & ‘linked’ to the Intranet.
The Intranet site has been developed over the past 3 years in various forms.
The MIS department has not been involved in either initiative.
The Intranet Webmaster has no IT background and says “I hate these computers”
Source: Intranet Webmaster interview by John Van Emden, Cannon Design - October 1, 2002.
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KM SuccessesAll explicit knowledge throughout the company has been placed on the Intranet.ActiveAEC has helped give the company a competitive edge by letting Clients get access.There has been a lot of involvement by general managers, accounting, legal, and IS in getting the Intranet rolling.
Source: John Van Emden, Cannon Design, November 5, 2002.
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KM FailuresThe Intranet and ActiveAEC are not integrated to each other or other systems.
Firm domain experts have not been motivated to get involved and therefore tacit knowledge is missing from the Intranet.
Since the MIS department was never involved there have been problems with implementing KM.
The company jokes are will ActiveAEC ever work correctly and will the Intranet ever be ready.
Source: John Van Emden, Cannon Design, November 5, 2002.
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Lessons LearnedNot having the MIS staff involved in the process created many problems.Getting the domain experts on board and motivating them to participate is difficult.Explicit knowledge has been easy to obtain while tacit knowledge has been impossible without the input of domain experts.KM initiatives need to be properly tested and quickly rolled out to keep momentum.
Source: John Van Emden, Cannon Design, November 5, 2002.
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Case Study
Community America Credit Union
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One of 50 Largest Credit Unions in U.S.
$1.1 billion in assets
2002 Projected Revenue, $71 million
$286 million in liquid investments and undivided earnings
Source: Community America September 2002 Financial Statements.
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Organizational Chart
H RE m p loyee D eve lop m en tP rop erties M an ag em en t
S r. V PA d m in is tra tion
L oan S ervic in gF u n d s M an ag em en t
M ortg ag esC o llec tion s
S r. V PA sse t/L iab iity
B ran ch es ,C on tac t C en te r
E lec tron ic S ervices
S r. V PM em b er S ervices
M arke tin gB u s in ess D eve lop m en tC om m u n ity R e la tion s
S r. V PS tra teg ic S ervices
In fo rm ation S ervicesTech n ica l S ervices4 .8 6 % o f To ta l S ta ff
S r. V P /C IOIn fo rm ation S ervices
C E OP res id en t/C O O
Source: Community America Intranet, Accessed by Frank Nelson, September 4 th, 2002.
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KM ProgramKnowledge Is Power (K.I.P.)
Knowledge about internal
policies and procedures, etc.
Tacit Knowledge
KM ProgramCustomer Service Call-Center Solutions (CSCS)
Knowledge about member
accounts.
Explicit Knowledge
Source: Frank Nelson, Branch Manager,Tacit Knowledge of Frank Nelson.
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CSCSBasic member identifiers
Name, D.O.B, Social, etc.
Account informationBalances, Types of Accounts
Transaction and conversation historyMonetary and Non-Monetary
Source: Frank Nelson, Branch Manager,Tacit Knowledge of Frank Nelson.
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Why KM for Member Information?
Information can be shared among all contact pointsNeed for “Heads UP” calls are eliminatedAbility to document conversationsAbility to build work cases
Source: Frank Nelson, Branch Manager,Tacit Knowledge of Frank Nelson.
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Information Can Be Shared Among All Contact PointsHelps to improve member service
Source: Vicky Sneed, Director of Communications, Interviewed in person by Frank Nelson, September 25 th, 2002.
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Need For “Heads Up” Calls Are Eliminated
Fraud Prevention, (bad checks, etc.)
Member speaks with contact center, and then needs to complete paperwork in branch.
Source: Vicky Sneed, Director of Communications, Interviewed in person by Frank Nelson, September 25 th, 2002.
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Ability To Document Conversations
Member says one thing, staff says another.
When Member forgets who he talked to, we remember.
Source: Vicky Sneed, Director of Communications, Interviewed in person by Frank Nelson, September 25 th, 2002.
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Ability To Build Work CasesOrder Plastics
Disburse Loans
Order Checks
Research
Source: Community America Intranet, Accessed by Frank Nelson, September 4 th, 2002.
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Ability to Track ProductsMarketing promotions and results
Previous sales calls
Next Best Product to offer Member
Source: Community America Intranet, Accessed by Frank Nelson, September 4 th, 2002.
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What IS K.I.P.’s Purpose?Loan and Deposit Info
Promotional Products and Marketing Info
Up To Date Rates and Fees
Current Forms
E-dex and Department Rosters
CalendarSource: Community America Intranet, Accessed by Frank Nelson, September 4 th, 2002.
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Loan and Deposit InfoCurrent product information available as a resource
Accurate information can be provided by experienced or novice employees.
Cross selling of additional products is easier with accurate knowledge and talking points.
Source: Community America Intranet, Accessed by Frank Nelson, September 4 th, 2002.
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Promotional Products and Marketing Info
Promotions material is available for reviewIf a member asks about a marketing piece they saw or heard, staff has a copy.
Source: Community America Intranet, Accessed by Frank Nelson, September 4 th, 2002.
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Up To Date Rates and FeesCurrent Rate Sheets Why is this important?
Approximately 63% of CACU’s gross income comes from loans. Quoting and booking the correct rate is imperative to maintaining the income targets set by the credit union. A rate difference of .10% may not amount to much interest on a small loan. However, considering a portfolio of almost $900 million, the difference over the course of a year is almost a half a million dollars in lost interest. On the opposite hand, paying .10% higher on just under a billion dollars in deposit results in excess payments of over $1 million per year. This mistake, while extreme in the example, would reduce net income by almost 18% over the course of a year.
Source: Frank Nelson, Branch Manager,Tacit Knowledge of Frank Nelson.
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Current FormsCorrect Forms Used
Ensures legality of contract (paperwork matches computer)
Governmental Disclosure Compliance
Source: Frank Nelson, Branch Manager,Tacit Knowledge of Frank Nelson.
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E-dex and Department RostersStaff has extensions and fax numbers at their fingertips
Correct people are contacted for issue resolution
Source: Community America Intranet, Accessed by Frank Nelson, September 4 th, 2002.
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CalendarCompany Events Listed
Marketing Drop Dates Listed
Service Anniversaries Listed
Source: Community America Intranet, Accessed by Frank Nelson, September 4 th, 2002.
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SuccessesImproved Service & Productivity
Work Orders are sent Immediately
Members receive accurate information
Faster turnaround times
Fewer processing errorsBetter service, money saved
Source: Frank Nelson, Branch Manager,Tacit Knowledge of Frank Nelson.
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SuccessesImproved communication
Inter departmental
Employee/member
Quick access to other departments
Explicit Knowledge was easy to obtain
Source: Frank Nelson, Branch Manager,Tacit Knowledge of Frank Nelson.
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Implementation IssuesTacit Knowledge was more difficult to obtain.
Not all staff used for every transactionMotivation to use program was intense and costly
Server capacity produced downtime and log in problems. Resolved by system upgrades.
When the system is down, operations backlog.
Source: I.T. Anonymous, I.T. Employee, Interviewed over phone by Frank Nelson, September 30 th, 2002.
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How much is spent on KM?KM Projects in 2000:
Small Companies-- $632,0003
Large Companies -- $2.7 million3
Worldwide spending on KM Services:
In 2000 – between $1.310 billion to $2.6 billion1
KM Software:In 2000 -- $515 million1
KM Projects in 2002: Estimate for small companies -- $1 million+3
Worldwide spending on KM Services:
Estimate for 2004/2005 – between $8.8 billion1 to $12 billion+10
KM Software:Estimate for 2004 -- $3.5 billion1
Source: See Reference 1, 3 & 10.
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KM Spending
Andersen Consulting and Ernst & Young$500 million+ (each) on IT and people to support their knowledge management strategies
Access Health $16 million on KM system (Revenues of $20 million)
+ $40 million later ($100 million in revenues generated)
Source: See Reference 9.
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Spending on IT Services for KM
Implementation27.9%
Consulting, planning27.8%
Training15.3%
Maintenance13.7%
Operations, outsourcing
15.3%
Source: See Reference 3.
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Companies with Large KM systems
Source: See Reference 2, 4, 7, 9, 12, 13, 14, and 15.
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Audiences of the KM Initiative
General -- Intranet
Marketing
Sales
Consulting
R&D
Customer services
Executives
IS
Human Resources
Finance
General -- extranet
General -- customer
Source: See Reference 11.
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Reasons for Adopting KMRetain expertise of personnelIncrease customer satisfactionImprove profits, grow revenuesSupport e-business initiativesShorten product development cyclesProvide project workspace
11.7%
23.0%
24.7%
37.5%
43.1%
51.9%
Provide project workspace
Shorten product development cycles
Support e-business intitiatives
Improve profits, grow revenues
Increase customer satisfaction
Retain expertise of personnel
Source: See Reference 3.
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More reasons to adopt KM strategy
Offset the effects of employee turnover
Gain insights for new product design, pricing, and innovation
Foster existing customer relationships and build new ones
Support distribution channels of all kinds
Better respond to a diverse and ever-changing landscape
To transfer best practices between co-workers
Source: See Reference 5 and 8.
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Business Uses of KM Initiative
5.5%
20.1%
29.9%
31.4%
55.7%
58.0%
62.4%
77.7%
Enhance supply chain management
Enhance Web publishing
Manage legal, intellectual property
Provide project w orkspace
Deliver competitive intelligence
Manage customer relationships
Provide training, corporate learning
Capture and share best practices
Source: See Reference 3.
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Leader of KM Initiative
CFO1.4%
IS Manager8.6%
Other8.8%
CEO19.4%
CIO12.3%
CKO9.0%
Cross-functional
Team29.6%
HR Manager1.9%
Business Manager
9.0%
Source: See Reference 3.
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Implementation Challenges
Employees have no time for KMCurrent culture does not encourage sharingLack of understanding of KM & benefitsInability to measure financial benefits of KMLack of skill in KM techniquesOrganization’s processes are not designed for KMLack of funding for KMLack of incentives, rewards to shareLack of commitment from senior management
Source: See Reference 3.
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Best Practices
Standard format for knowledge management databasesDifferent information gathered in databases for Explicit and Tacit Knowledge
Codification StrategyPersonalization strategy
Source: See Reference 9.
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Best Practices (con’t.)
Consult with end-users prior to development
Outsource development of routine systems
Ensure that knowledge is readily available on a “need-to-know” basis
Have contingency plans for a systems failure
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Best Practices (con’t.)
Have a well-organized, user-friendly IntranetEnsure that all knowledge management systems interface with other systems as neededManagement of knowledge allows for higher-quality decisions to be made
Source: See Reference 8.
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Best Practices (con’t.)Wrap-up
These practices become a part of the daily routine of the staffKnowledge management systems should provide value to end-users and customers“Knowledge about past successes, best practices, and failures can be analyzed and used for future decision-making and product innovation.”
Source: See Reference 8.
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Best Practices (con’t.)Wrap-up (con’t.)
“If a best practice does exist, it’s only for a point in time.”
“Knowledge-management and ‘best practice’ databases create brave new infostructures that effectively enforce employee compliance with organizational norms.”
Source: See Reference 6 and 12.
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References1. “After-hype: KM enters critical phase.”
Computing Canada 14 Apr. 2000 v26 i8: 13. 2. Davenport, Tom. “The last big thing.” CIO 1
Nov. 2000: 60 – 62.3. Dyer, Greg and Brian McDonough. “The
State of KM.” Knowledge Management May 2001 v4 i5: 31.
4. Earl, Michael. “Knowledge management strategies: Toward a taxonomy.” Journal of Management Information Systems Summer 2001 v 18 i1: 215 -–233.
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References5. Elliott, Susan and Carla O’Dell. “Sharing
knowledge and best practices: the hows and whys of tapping your organizations hidden reservoirs of knowledge.” Health Forum Journal May/June 1999: 34 – 37.
6. Ellis, Kristine. “Sharing best practices globally.” Training July 2001: 32 – 38.
7. Guay, Benoit. “Knowledge management is a team sport.” Computing Canada 13 July 2001: 23.
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References8. Hansen, Joy I. and Cheryl A. Thompson.
“Knowledge Management: When people, process, and technology converge. LIMRA’S MarketFacts Quarterly Spring 2002: 14 – 21.
9. Hansen, Morten T., Nitin Nohria, and Thomas Tierney. “What’s your strategy for managing knowledge?” Harvard Business Review Mar./Apr. 1999 v77 i2: 106.
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References10.Karhammar, Anna. “Knowledge: the holy
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