knowledge management new york city spin 5 march 2002
DESCRIPTION
Knowledge Management New York City SPIN 5 March 2002. Wipro Technologies Wipro Confidential. Agenda. What is KM ? A simple game for the participants The KM Framework KM Initiative at Wipro Some tips. Key Areas Covered. Sources of Wealth. Capital: Money & Machines. - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/1.jpg)
1
Knowledge Knowledge ManagementManagement
New York City SPINNew York City SPIN
5 March 2002
© Wipro Technologies Wipro Confidential
![Page 2: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/2.jpg)
2
Agenda What is KM ? A simple game for the participants The KM Framework KM Initiative at Wipro Some tips
Key Areas Covered
![Page 3: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/3.jpg)
3
LaborHands
KnowledgeHeads
Capital: Money & Machines
Land & Resources
Economy ofScarcity
Economy ofAbundance
Intellectual Capital - Asset Base in the Knowledge Era
Source: The Fifth Generation- Dr. Charles Savage
Sources of Wealth
![Page 4: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/4.jpg)
4
Knowledge Management
What is KM ?• A business process for managing our intellectual
capital• An integrated and collaborative approach to the
Creation, Capture, Organization, Access and Use of Information Assets (Gartner)
Competitive Advantage - Managing our Intellectual Capital
![Page 5: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/5.jpg)
5
A Simple Game
![Page 6: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/6.jpg)
6
A Simple Game.
Using your Right forefinger point :• Up• Down• Forward• Backward• Left• Right
![Page 7: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/7.jpg)
7
A Simple Game..
For the set of directions you saw in the previous slide a corresponding set will appear to its right (which you have to remember as it will appear for 10 seconds only)
Every time I call any direction from the original set, you have to respond by pointing your forefinger in the corresponding direction (if you remember) from the second set.
You will sit down if you are wrong and the game will continue. The last one who remains standing is the Winner.
Winner will get a surprise gift All of you will stand for this game
![Page 8: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/8.jpg)
8
A Simple Game...
• Forward Left• Right Up• Up Forward• Left Backward• Backward Down• Down Right
![Page 9: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/9.jpg)
9
A Simple Game….
![Page 10: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/10.jpg)
10
Identify your Key Business Drivers
KM Should address the Company’s key business drivers
KM Initiative- Addressing the Key Business Drivers• Competitive Responsiveness - ability to access
existing information in time• Collaborative Work Culture - working as a collaborative
team, sharing best practices, successes and failures, avoid reinvention and repeating mistakes
• Shorter time-to-market - Shortened product and project life-cycles
• Capture Tacit Knowledge - minimize loss due to attrition and mobility
![Page 11: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/11.jpg)
11
Community
Business Processes
& Information
Systems
Content Tool
s /
Tech
nolo
gy
Culture
Dimensions ofDimensions ofthe KMthe KM
FrameworkFramework
All the dimensions of the Framework are equally Critical
Dimensions of the KM Framework
![Page 12: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/12.jpg)
12
Connecting People to Content
Content• Providing Access to Business Critical Knowledge• Processes for creation, distribution and use of
explicit knowledge– Marketing & Sales Support System– Reusable Components Repository– E-Learning System– Projects KM System
![Page 13: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/13.jpg)
13
Connecting People to Content
![Page 14: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/14.jpg)
14
Connecting People to Content
![Page 15: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/15.jpg)
15
Connecting People to People
Communities• Connecting people in need of Knowledge to
people with Knowledge
• Flow of tacit knowledge– Yellow Pages
– Special Interest Groups
![Page 16: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/16.jpg)
16
Connecting People to People
![Page 17: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/17.jpg)
17
Collaborative Culture
Culture• Nurturing a culture of Innovation and Collaboration• Organizational Support for a change from an
Individualistic to a Collaborative, Knowledge Sharing Culture.
– Endorsed by appropriate Rewarding / Recognition for such behavior
– Performance Management / Appraisal System to identify these behaviors as a key objective with appropriate measurement criteria.
![Page 18: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/18.jpg)
18
A Reward Recognition Framework
x
KM Applications
xYellow PagesSales Support
Reward Program
Enterprise-wide Guidelines
& Norms forRewards
Enterprise Level
Account Level
Business Unit Level
Database(KCU)
Application Specific Guidelines
![Page 19: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/19.jpg)
19
Tools/Technology and Business Processes
Free flow of knowledge
Tools / Technology• Enabling free flow of knowledge and across business
processes and systems Business Processes
• Flow of knowledge from various Business processes to form a common Knowledge Base
– SAP, CRM etc.
![Page 20: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/20.jpg)
20
KM Measurement
Measuring KM – on Engagement and Effectiveness
KM Engagement and Effectiveness Index• Engagement Parameters
– Usage of KM Applications– Contributions to KM Application– KM Awareness Activities
• Effectiveness Parameters– KM Six Sigma Project Initiatives– Productivity Improvement– KM Application User Satisfaction Servers
![Page 21: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/21.jpg)
21
A KM Framework
KM
Tea
m
Organizational Values & Culture
KM Vision & Strategy
Infr
astru
ctur
e
Bus
. Pro
cess
es
Explicit Knowledge- Doc Repositories- Reusable Comp.
Tacit Knowledge- Discussion Groups-Yellow Pages-Chat Rooms
KMMeasure-ments
Capture
Knowledge
Create
Organize
Access
Use
KeyBusinessDrivers
![Page 22: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/22.jpg)
22
Tips …
Tips
KM is a Strategic Initiative and needs Top Management Support KM Should address Critical Business Drivers Set you KM Initiative objectives based on the Business Drivers Focus on addressing a few critical areas – take one step at a time instead of a
giant leap Choose the technology that fits well with the legacy systems in your
organization Establish team objectives to encourage collaboration and institute
reward/recognition for collaboration The role of the KM Team is critical – support them
![Page 23: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/23.jpg)
23
Open house
![Page 24: Knowledge Management New York City SPIN 5 March 2002](https://reader035.vdocuments.net/reader035/viewer/2022062810/56815b13550346895dc8c2fe/html5/thumbnails/24.jpg)
24
Manimaran RHead - KM Initiative53/1, Hosur Road, Bangalore 560 068, IndiaPhone : +91-80-550 2152Fax : +91-80-550 2160Mobile: +91-98450 27267E-mail: [email protected]