knowledge management in organizations - managing in the knowledge era
TRANSCRIPT
www.yigalchamish.com
Yigal ChamishGuiding to successful results
Knowledge Management:
Managing in the Knowledge Era
February 2011
www.yigalchamish.com
Yigal ChamishGuiding to successful results
Short ‘History’• A graduate of Bezeq College, Jerusalem 1970-
1975• Army service - Telecommunication force 1975-
1980• 25 years of service:
– Ministry of communication 1980-1984– Bezeq 1984-2004
• Role: Knowledge manager at Bezeq, The Israel Telecom Corporation, E&P Division 1999-2004
• Retired from Bezeq – Oct. 2004• BA Political Science, MA Business Administration
www.yigalchamish.com
Yigal ChamishGuiding to successful results
What I do• Management Consultant, lecturer and
researcher• Help organisations to initiate, maintain and
implement Organisational Learning and Knowledge Management processes and programs aimed to increase effectiveness
• Specialized in Organizational effectiveness and Capacity building, Knowledge Management and Organizational Learning, Web 2.0, Social Media and Social Networks
www.yigalchamish.com
Yigal ChamishGuiding to successful results
In regards of KM & OL• Privileged to be amongst the very
first Knowledge Managers in Israel• Establish, initiate and lead the ‘Israeli
Knowledge Management Forum’ 2001-2010– Today: Leads the “KM Body of
Knowledge and Methodology” team
• Well networked with the International community of Knowledge Management
www.yigalchamish.com
Yigal ChamishGuiding to successful results
What we will talk about today
• Knowledge management & Organizational learning– What is it?– What it is not…
• KM & OL programs in Israel and abroad• Personal Knowledge Management
– Why it starts here
• Organizational Knowledge Challenges for HR leaders
• Knowledge sharing: examples, tips and tricks
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Yigal ChamishGuiding to successful results
Knowledge Management• Wikipedia: “Knowledge management (KM)
comprises a range of strategies and practices used in an organisation to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice.”
• Culture• Processes• Infrastructures• It’s about Management• It’s about Management in the Knowledge
Era
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Yigal ChamishGuiding to successful results
Knowledge Management•What the
organization produces:– Products– Services– Projects– “Bottom lines”
• Knowledge “products”
•How the organization produces:– Processes– Procedures– Tools– People (Culture)
• Knowledge Management
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Knowledge Management – A Framework
Knowledge Managementin organizations
Core ProcessesSupportive
InfrastructureCulture
Personal Knowledge Management
Organizational Knowledge Management
• Desktop Filing, Navigation, Search• RSS• Online presence management
• Organizational Filing, Navigation, Search• Communities, Forums• Content Management, Portals, Wiki
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Dave Snowden, September 2009
The purpose of Knowledge Management
• to provide support for improved decision making and innovation throughout the organization.
• This is achieved through the effective management of human intuition and experience augmented by the provision of information, processes and technology together with training and mentoring programmes.
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Yigal ChamishGuiding to successful results
Knowledge Management…
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Yigal ChamishGuiding to successful results
Knowledge
Don’t knowKnowKnowledge you know that you
don’t know(Known gaps)
Knowledge you know that you
know(Tacit
knowledge)
Know
Knowledge you don’t know that you don’t know
)Unknown gaps)
Knowledge you don’t know that
you know(Explicit
knowledge)
Don’t know
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Yigal ChamishGuiding to successful results
Knowledge Management
•Organizational Culture
•Core processes•Supportive Infrastructures
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Data, Information, Knowledge
•43•43 degrees Celsius•Hot or cold•Eilat?!
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Knowledge is for action
Not (only) for silos …
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Yigal ChamishGuiding to successful results
Dave Snowden, , September 2009 The following guiding principles will be applied
• All projects will be clearly linked to operational and strategic goals
• As far as possible the approach adopted will be to stimulate local activity rather than impose central solutions
• Co-ordination and distribution of learning will focus on allowing adaptation of good practice to the local context
• Management of the KM function will be based on a small centralized core, with a wider distributed network
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Yigal ChamishGuiding to successful results
Dave SnowdenSeven principles about Knowledge
Mnagamenet• Knowledge can only be volunteered, it cannot be
conscripted • We only know what we know when we need to know it• In the context of real need few people will withhold
their knowledge • Everything is fragmented • Tolerated failure imprints learning better than success • The way we know things is not the way we report we
know things • We always know more than we can say, and we will
always say more than we can write down
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Yigal ChamishGuiding to successful results
The business environment,
today
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The Business Environment Today
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Leading the market > Knowledge
• No longer an individual asset• Dynamic, Diffused, Developed• Innovative• Must be integrated and formulated
together• Knowledge: Professionals
collaborative deliverable
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…“knowledge is profoundly social”…
Larry Prusak, 19.11.2004,Tel-Aviv
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What managers face today?
Leading clever people
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Leading Clever People
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Yigal ChamishGuiding to successful results
“Clever People”• They know their worth• They are organizationally savvy• They ignore corporate hierarchy• They expect instant access• They are well connected• They have a low boredom
threshold• They won’t thank you….
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How we learn in the knowledge era?
How we learn?• Create learning
environment that enable, nurture, respect learning, knowledge, experts and learners
Knowledge Era• Many experts• Global• Flatten
hierarchies • Asynchrony
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Yigal ChamishGuiding to successful results
Tom FriedmanThe World is Flat, 2005
Politicians have to work at educating people on the new, flat world and what they need to thrive in it. We need leaders willing to inspire and explain. Workers will need to become more responsible for managing their own careers, risks and economic security and government must help them build the necessary muscles to do that.
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From tacit to Explicit• We always know, more that we
can tell (Michael Poalnyi)• and we always tell more that we
can write down (Dave Snowden)
–Know–Tell–Write
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Yigal ChamishGuiding to successful results
Generic Frameworkand Guide Lines for KM Program
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Yigal ChamishGuiding to successful results
Generic KM Program Guide Lines & Framework
• The Organization– Main business, structure
• The Core Process– The process, its ingredients, main
entities, relations
• The Organizational Need– What is it? How it supports the
process?
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Yigal ChamishGuiding to successful results
Generic KM Program Guide Lines & Framework
• The Knowledge Challenges– “Positive”: saturation of knowledge,
sources, – “Negative”: Lack of knowledge, outdated
knowledge, non-comprehensive knowledge….
– Supportive and disruptive forces
• The KM & OL Program– Vision, Targets & Goals, Objectives, main
activities, barriers and supportive forces
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Tips and lesson learned
• Think globally, act locally• Focus, they are watching you…• Choose (ONLY) one for start: Process, Project,
Issue,
• Success oriented• Continuously facilitate, monitor,
engage, encourage, act, nurture• Remember: It’s about people (and their
knowledge)…not about knowledge (regardless the people…)
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Yigal ChamishGuiding to successful results
A Story on an Executive, Management
and Knowledge
Awassa, EthiopiaJune 2007
The story
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The organizational need
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Creating new knowledge together
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Knowledge community(Community of practice)
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Bezeq The Israel telecom Corp.
A Story
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Summary• Knowledge is social• Knowledge must be nurtured in
social interactions between experts• Social interactions form knowledge
networks• Knowledge networks can be virtual or
face-to-face• Executives should act as facilitators
for the necessary culture, processes and infrastructure
www.yigalchamish.com
Yigal ChamishGuiding to successful results
References list• “Where did knowledge
management come from?”, Prusak, L.
• “Rendering knowledge”, Snowden, D.
• “Knowledge Management in Organizations – What do we know today?”, Chamish, Y.
• “Leading clever people”, Goffee & Jones
www.yigalchamish.com
Yigal ChamishGuiding to successful results
Thank you and good luck!
972-50-5316151