managing knowledge as a strategic resource for electronic government knowledge management in...
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Managing Knowledgeas a Strategic Resource
for Electronic Government
Managing Knowledgeas a Strategic Resource
for Electronic Government
Knowledge Managementin Electronic Government
(KMGov-2001)22– 24 May 2001, Siena, Italy
Gregoris Mentzas (NTUA)Dimitris Apostolou (Planet Ernst & Young)
Andreas Abecker (DFKI)
G. Mentzas et al KMGov-2001, 22-24 May 2001 2
Overview of Presentation (1)
22 33
11 44Applications andLessons Learned
Knowledge AssetManagement
Knowledge ine-government
Product & ProcessApproaches to KM
G. Mentzas et al KMGov-2001, 22-24 May 2001 3
Government transformed along severaldimensions
Citizens expect quality
performance
ICT tools offertransformationalvalue
Government as a service
provider
Towards eGovernment
Drivers of eGovernment
G. Mentzas et al KMGov-2001, 22-24 May 2001 4
What is eGovernment?
eGovernment consists of the strategic and systematic use of Information and Communication Technologies to provide improved services to citizens and businesses make effective use of public information resources
eGovernment creates an environment for the transformation of government activities by the application of e-business methods to the public sector
G. Mentzas et al KMGov-2001, 22-24 May 2001 5
Guiding Principles for eGovernment
Citizen-focused services High-quality services that
are accessible, convenient and secure
Services that make sense to the citizen
Accessible services via various modes (Internet,
mobile, call centers, digTV) vital that people trust the
systems used
Guarantee social inclusion Available to all and easy to
use cannot avoid the need for
personal contact
Better use of public information
Coherent and compatible information policies
Better service delivery and efficient working
G. Mentzas et al KMGov-2001, 22-24 May 2001 6
Taxonomy of e-government services (ICDT)
Information Services provision of non-personal information to any end user
e.g. phone directories, legal texts etc.
Communication Services (bi-directional) reception of and response to electronic messages
e.g. requests, complaints, notifications etc.
Distribution Services access distribution
points of access to offered services in public places e.g. public infokiosks, public phone numbers
content distribution provision of personal information to individuals
e.g. info on filed tax forms, debt information
Transaction Services transaction procedures involving exchange of documents and/or money
e.g. filing of VAT forms, payment of taxes
G. Mentzas et al KMGov-2001, 22-24 May 2001 7
Integration Levels for e-government services
E-gov Portal provision of entrance points
to various services offered by other sites
with capability for transparent transition
First stop approach provision of introductory
information for various services
without capability for completing transactions
True one-stop approach information about services
that correspond to end user life events
with capability of completing transactions
transparent integration
Convenience store provision of services in a
broad spectrum of subjects without (in the general
case) particular relationships
G. Mentzas et al KMGov-2001, 22-24 May 2001 8
Corporate Knowledge Management is
the new discipline of enabling
individuals, teams and entire organisations
to collectively and systematically
create, share and apply corporate knowledge
to better achieve organisational efficiency,
responsiveness, competency and innovation
What is KM?
Not just water-cooler discussions, but planned ICT, processes & behaviours
Has been compared to OR!
Teams and communities are indispensable!
Treating knowledge assets explicitly is NEW!
Create and share new ideas
Improveemployee skills
Marshall knowledge to respond to threats and opportunities
Reuse corporate knowledge
Created by individuals, BUT found within systems, networks of people, business processes, etc
G. Mentzas et al KMGov-2001, 22-24 May 2001 9
KM and e-gov
Making e-government a reality requires serious issues to be addressed, such as business process change attacking skills shortages and confronting the problems of the existing IT infrastructure in public
organisations
Leveraging the tacit and explicit knowledge of a public organisation can facilitate tremendously e-government since knowledge management has the potential to substantially
improve the electronic provision of services
G. Mentzas et al KMGov-2001, 22-24 May 2001 10
Overview of Presentation (2)
22 33
11 44Knowledge Asset
ManagementProduct & ProcessApproaches to KM
Applications andLessons Learned
Knowledge ine-government
G. Mentzas et al KMGov-2001, 22-24 May 2001 11
The challenge to capture and organise knowlege
Multi-disciplinary solutions for capturing, organising, storing and using knowledge
Methods, models and tools for enterprise-wide knowledge taxonomies that help help and filter knowledge needs
Methods and tools that exploit and leverage multiple knowledge sources (internal or external)
Content Management
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ExternalInformation
Sources
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Sources
Time-Sensitive Information
CAPTURE
FILTER
STORE
USE
TAXONOMY
Document Management System, Databases, etc...
BUSINESS PROCESSES
DIFFUSE
G. Mentzas et al KMGov-2001, 22-24 May 2001 12
The challenge to facilitate collaboration
Encourage collaboration and knowledge sharing multi-functional intra-
organisation manner inter-organisational
knowledge chains Multi-disciplinary methods
and tools to facilitate virtual communities that bring business value
by sharing their knowledge
Collaboration Management
COMMUNITIESOF INTEREST / PRACTICE
ORGANIZATIONALSTRUCTURE
COMMUNITY A COMMUNITY B
SUPPORTTEAM
SHARED WORK-
SPACES
Communication & collaboration
Customer Virtual
Communities
ORGANIZATIONAL STRUCTURE
G. Mentzas et al KMGov-2001, 22-24 May 2001 13
The challenge of knowledge-enabled processes
Multi-disciplinary solutions that enrich intra-organisational business processes by integrating knowledge & KM processes into each step
Methods and tools to support knowledge chains in the dynamic inter-networked enterprises and their distributed business processes
Process management
ENHANCED BUSINESS
PROCESSES
BUSINESS PROCESSES
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LIBRARY
KNOWLEDGE SOURCESKNOWLEDGE SOURCES
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G. Mentzas et al KMGov-2001, 22-24 May 2001 14
Levels to consider for Knowledge Management k-worker
E.g. knowledge portals for mobile workers
k-team E.g. assistance for dynamic, distributed teams
using shared information spaces
k-organisation E.g. embedding/extracting context-sensitive
knowledge within/from business processes
k-network E.g. knowledge sharing value chains
k-product E.g. B2B exchanges of “knowledge products”
G. Mentzas et al KMGov-2001, 22-24 May 2001 15
Proposition: knowledge can be represented as a thingthat can be located and
manipulated as an objectit is possible to capture,
distribute, measure and manage knowledge
Proposition: it is only feasible to promote, motivate, encourage, nurture or guide the process of knowing
the idea of trying to capture and distribute knowledge seems senseless
The “product” view The “process” view
G. Mentzas et al KMGov-2001, 22-24 May 2001 16
competitive strategy:• exploit organised,
standardised and re-useable knowledge
focus of KM strategy:• connect people with re-
usable codified knowledge
focus of IT strategy:• heavy emphasis• develop document
management systems focus of HR strategy:
• train in groups• reward for using and
contributing to databases
Strategic Implications of
competitive strategy:• empower and channel
individual and team expertise
focus of KM strategy:• facilitate conversations to
exchange knowledge focus of IT strategy:
• moderate emphasis• develop network
management systems focus of HR strategy:
• train by apprenticeship• reward for sharing
knowledge with others
The “product” view The “process” view
G. Mentzas et al KMGov-2001, 22-24 May 2001 17
IT Support for “Product” & “Process” Views
Knowledge as a Process(knowledge transfer)
Knowledgeas a
Product(knowledge
content)
structured documentrepositories
Full text retrieval
Knowledge maps
Intranet
File managementsystems
Semantic Analysis
Discussion Groups
Shared files
White-boarding
Real-time messaging
Push TechnologyNet Conferencing
Automatic Profiling
G. Mentzas et al KMGov-2001, 22-24 May 2001 18
Need for holistic KM
Need for a balanced fusion of the two KM views. Gartner Group 2000-2004 KM report
Our motivation: to design, develop and test a total KM solution
that would explicitly provide for such a fusion.
G. Mentzas et al KMGov-2001, 22-24 May 2001 19
competitive strategy:• exploit organised,
standardised and re-useable knowledge
focus of KM strategy:• connect people with re-
usable codified knowledge
focus of IT strategy:• heavy emphasis• develop document
management systems focus of HR strategy:
• train in groups• reward for using and
contributing to databases
competitive strategy:• empower and channel
individual and team expertise
focus of KM strategy:• facilitate conversations to
exchange knowledge focus of IT strategy:
• moderate emphasis• develop network
management systems focus of HR strategy:
• train by apprenticeship• reward for sharing
knowledge with others
The “product” view The “process” view
Integration
Strategic Implications of
G. Mentzas et al KMGov-2001, 22-24 May 2001 20
IT Support for “Product” & “Process” Views
Knowledge as a Process(knowledge transfer)
Knowledgeas a
Product(knowledge
content)
structured documentrepositories
Full text retrieval
Knowledge maps
Intranet
File managementsystems
Semantic Analysis
Discussion Groups
Shared files
White-boarding
Real-time messaging
Push TechnologyNet Conferencing
Automatic Profiling
Integration
G. Mentzas et al KMGov-2001, 22-24 May 2001 21
Focus on knowledge as a strategic asset
Strategic assets: Rare
• Owned by a small number of firms in the industry Valuable
• Allow the firm to exploit opportunities in the market or address competitive threats
Imperfectly imitable• Can be sustained for long periods of time without competitors
replicating it or acquiring it Non-substitutable
• It has no strategic equivalents
Tangible assets cannot be strategic Because they can be aquired or imitated.
Corporate Knowledge as strategic asset When used to advance the objectives of the firm
G. Mentzas et al KMGov-2001, 22-24 May 2001 22
Overview of Presentation (3)
22 33
11 44Knowledge Asset
ManagementProduct & ProcessApproaches to KM
Applications andLessons Learned
Knowledge ine-government
G. Mentzas et al KMGov-2001, 22-24 May 2001 23
The organisations which developed Know-Net
Leading Greek management consulting firm
Global KM technology and consulting company
Swiss business school - Fachhochschule beider Basel
Research unit of the National Technical University of Athens
CALT center of the INSEAD business school
German research institute in innovative software technology
G. Mentzas et al KMGov-2001, 22-24 May 2001 24
KnowNet Framework KnowNet Method
Aw
aren
ess Stage I:
PlanStage III:Operate
Measurement
Training
Stage II:Develop
KnowNet Tool
The Know-Net Solution: 1. The KnowNet Framework
G. Mentzas et al KMGov-2001, 22-24 May 2001 25
Assets
A Framework for Managing Knowledge Assets
Strategy
Structure
Systems
Processes
KnowledgeManagementInfrastructure
Organisation
TeamInter-
organisation
Individual
Levels ofKnowledgeNetworking
G. Mentzas et al KMGov-2001, 22-24 May 2001 26
Knowledge AssetsStrategy
Structure
Systems
ProcessesAssets
Human Knowledge AssetsStaff capabilitiesStaff experienceStaff skillsCreativity of staff Innovation of staff
Market Knowledge AssetsKnowledge about IndustryKnowledge about CustomersKnowledge about PartnersKnowledge about Competitors
Structural Knowledge AssetsPatents, Methods Best PracticesAdministrative systemsTraining SeminarsR&D MaterialCompany standards/processes
G. Mentzas et al KMGov-2001, 22-24 May 2001 27
Knowledge Strategy
values/mission knowledge-related strategic values reference to knowledge in mission statement, etc.
objectives knowledge-related qualitative and/or quantative strategic objectives
links to business strategy explicit/implicit links of knowledge strategy
• to business strategic objectives/goals
Strategy
Structure
Systems
ProcessesAssets
G. Mentzas et al KMGov-2001, 22-24 May 2001 28
Knowledge Org Structure
Leadership Roles Chief Knowledge Officers (CKOs) Chief Learning Officers (CLOs), etc.
Management Roles Knowledge managers Knowledge integrators Knowledge facilitators, etc.
Technical Roles Knowledge editors/ analysts/ engineers/ etc.
All employees participate in the knowledge processes - knowledge workers
Strategy
Structure
Systems
ProcessesAssets
G. Mentzas et al KMGov-2001, 22-24 May 2001 29
Knowledge Processes
Knowledgeacquisition
Knowledgecreation
Knowledgeuse
Knowledgesharing
Knowledgeorganisation
Strategy
Structure
Systems
ProcessesAssetsidentification of needs /
capture / collection
interpret / analyse / link to context / codify / index / filter / aggregate / synthesize /
package / refresh / evolve / / maintain / purge
commercialize / develop trust in knowledge / apprentice / customise/ push and/or
pull / distribute pro-actively, event-based
application in corporate services or products, support for delivering value to customer
R&D, problem solving, experimenting, prototyping,
refinement, add value
G. Mentzas et al KMGov-2001, 22-24 May 2001 30
Knowledge Systems
Search & Retrieval
Indexing
Storage Distribution
Collaboration Integration
Strategy
Structure
Systems
ProcessesAssetsaccess to multi-platform knowledge sources
e.g. Internet, databases, legacy IS, etcknowledge maps / indexing routines/
classification mechanisms / linking facilities
storage mechanisms (DBs) / metadata handling / maintenance mechanisms (input/purge/modify)
alert / sharing mechanisms / push-pull featurescustom views/profile-based + dynamic filtering
email, messaging, discussions, electronic scheduling and meeting, video
and audio conferencing, virtual workshops, etc.
Integration with IS applications, ERPs, business process systems
G. Mentzas et al KMGov-2001, 22-24 May 2001 31
KnowNet Framework KnowNet Method
Aw
aren
ess Stage I:
PlanStage III:Operate
Measurement
Training
Stage II:Develop
KnowNet Tool
The Know-Net Solution: 2. The KnowNet Method
G. Mentzas et al KMGov-2001, 22-24 May 2001 32
A Method for Knowledge Asset Management
Aw
aren
ess Stage I:
PlanStage III:Operate
Measurement
Training
Stage II:Develop
G. Mentzas et al KMGov-2001, 22-24 May 2001 33
Stage I: Strategic Planning
Link KM to CorporateStrategy
PerformKnowledge
analysis
AssessRisk & Change
Readiness
Developthe KMCase
ObtainTop MngmtApproval
ProvideLeadership
Stage I Stage III
Measurement
Stage II
Goals of Stage I: Align Knowledge strategy Assess Change Readiness Define KM Business Case
G. Mentzas et al KMGov-2001, 22-24 May 2001 34
Knowledge Orientation Matrix
KNL: Knowledge Networking Level, KMI: Knowledge Management InfrastructureCSF: Critical Success Factors
2
5
4
4
6
8
0 3 6 9
CSF
KMI
KNL
Still at Base camp
Knowledge aware
Knowledge leveraging
KNL: Knowledge Networking Level, KMI: Knowledge Management Infrinfrastructure
CSF: Critical Success Factors
2
5
4
4
6
8
0 3 6 9
CSF
KMI
KNL
Still at Base camp
Knowledge aware
Knowledge leveraging
G. Mentzas et al KMGov-2001, 22-24 May 2001 35
Stage II: Developing the K.Org Stage I Stage III
Measurement
Stage II
Analyse Leverage
Knowledge in Business Processes
Knowledge in People Networks
Information Technology Systems
Integrate theKM
Architecture
Develop Knowledge Asset Schema
Goals of Stage II: Leverage Knowledge Process/People/Technology Define Knowledge Objects Integrate the KM Architecture
G. Mentzas et al KMGov-2001, 22-24 May 2001 36
Best practicecommunity
Community-of-interest
Economic-web
Explicitknowledge
Community-of-practice
Work team
High
Member cohesiveness
Tacit knowledge
Local
Low
Global
Organisationalreach
Leveraging knowledge in networks?
Informal networks of people who share goals and interests.
Knowledge networks emerge as a side effect of participation Learning is facilitated in these
communities as people participate in new and different Knowledge Networks
Source: Ernst & Young
G. Mentzas et al KMGov-2001, 22-24 May 2001 37
Stage III: Operating the K.Organisation
Wide-scale deployment of the KM Architecture
Company-wide deployment of knowledge processes, roles and systems
Development of additional pilots
Continuous “knowledge journey”
Stage I Stage III
Measurement
Stage II
G. Mentzas et al KMGov-2001, 22-24 May 2001 38
MarketAssets
StructuralAssets
HumanAssets
Stage I Stage III
Measurement
Stage IIMeasuring knowledge assets
Focus on key knowledge assets
Distinction between stocks and flows
Must be linked to strategy Both business
and KM strategy Company-specific
G. Mentzas et al KMGov-2001, 22-24 May 2001 39
Linking Strategy and CSFs to Knowledge Assets and Measurements
KnowNet Method
Top DownBottom UpIntegration
Integration
Strategy A
Key Success Factors Measurements
Key Success Factors Measurements
Key Success Factors Measurements
Assets
Assets
Assets
AssetsKey Success Factors Measurements
G. Mentzas et al KMGov-2001, 22-24 May 2001 40
KnowNet Framework KnowNet Method KnowNet Tool
The Know-Net Solution: 3. The KnowNet Tool
Aw
aren
ess Stage I:
PlanStage III:Operate
Measurement
Training
Stage II:Develop
G. Mentzas et al KMGov-2001, 22-24 May 2001 41
Features of Tool for K.Asset Management
Highly scaleable: Supporting levels:
• from a small team of knowledge workers to • enabling a Global enterprise-wide Knowledge Management System.
Extensible for customisation and integration leverages the power of Lotus Enterprise Connectors of Lotus
Domino connects to existing enterprise systems such as RDBMs
Web-based users need only standard Java-enabled browser
G. Mentzas et al KMGov-2001, 22-24 May 2001 42
Functionalities of Tool for K. Asset Management
Collect and categorise internal and external information allows individuals to capture information into a knowledge repository.
Re-use knowledge stored using customisable Knowledge Navigators and advanced search mechanisms
Collaborate via on-line workspaces Knowledge created during collaboration is captured and made
available for others to access
G. Mentzas et al KMGov-2001, 22-24 May 2001 43
KM Process
KnowledgeObject
Search
Index Organise
Disseminate
The Know-Net Tool: (1 of 2)
Integration of Process and Product Views
KM applications
Ontology-based Indexing and Retrieval
“Product” (Content)-centricpart of theKnow-Net tool
“Process-”centricpart of theKnow-Net tool
G. Mentzas et al KMGov-2001, 22-24 May 2001 44
The Know-Net Tool: (2 of 2)
Integration of Process and Product Views Process View
KM processes fostered through collaborative KM applications Sametime communication facilities are integrated The tool contains a library of predefined KM applications and K.
Assets / K. Objects
Product View The documents created in collaborative KM processes are centrally
managed and consistently indexed Indexing is done using the K. Assets ontology Search and retrieval uses an incremental browse / search approach
through the indexing ontologies Automated search agents and notification mechanisms
Not only operative KM processes and content, but also support for KM implementation
G. Mentzas et al KMGov-2001, 22-24 May 2001 45
KnowNet Tool-set ArchitectureK Navigators
KMProcesses / Apps
K Server
SKN KSANKWN KASI KWMA
Lotus Domino 5 / Sametime Server
MKB
RDBMS
MDS
Metadata store
RDBMS
Mail KB
KM SystemsOntology
Km Processes / Apps Library
Km Objects Directory
K Objects Store
G. Mentzas et al KMGov-2001, 22-24 May 2001 46
The Know-Net Solution: Tight integration of components
KnowNet Tool
Method Stage I: Strategic Planning
Method Stage II: Develop K.Organisation
Knowledge AssetsMeasurement System
KnowNet Framework
Common Language -> Navigators
KM Strategy
KM CaseKey Business AreaK.Assets
Key Business AreaK.Assets / K.Processes
K.ObjectsK.ProcesesK.Systems
K.ObjectsK.ProcessesK.Systems
K.Assets
K.Objects
KM Strategy
G. Mentzas et al KMGov-2001, 22-24 May 2001 47
Overview of Presentation (4)
22 33
11 44Knowledge Asset
ManagementProduct & ProcessApproaches to KM
Applications andLessons Learned
Knowledge ine-government
G. Mentzas et al KMGov-2001, 22-24 May 2001 48
The companies which have applied Know-Net
One of the world's leading financialservices groups
UK-based global firm of Chartered Surveyors and Commercial Property Agents
UK-based global developer of CRM software & solutions
Leading company in Greece in the area of business software
Turkish company specializing in DBMS Application Development
ERP development and localisation centre based in the Czech Republic
G. Mentzas et al KMGov-2001, 22-24 May 2001 49
An application in the Greek Ministry of Finance
Basic information some 5,000,000 taxpayers TAXIS information system
• 2nd CSF funds (65 Meuros, 1997-2000)• 300 tax offices all over Greece• > 95% of transactions (100% in 2001)
IT penetration Internet : 12% fixed telephony : near 100% mobile telephony : 50%
Legislative framework Data Protection Act (1997) Digital Signatures Act (2001) Taxation Reform Act (2001)
G. Mentzas et al KMGov-2001, 22-24 May 2001 51
User and Business Penetration a. e-VAT (via TAXISnet)
registered users 65,000 (approx. 8%) filed forms 65,000 registration rate approx. 300/day
b. e-Certificates (via TAXISphone) registered agencies 2,900 (approx. 43%) certificates issued 44,000 registration rate approx. 300/month
c. e-Income TaxInfo (via TAXISnet, TAXISphone) info requests 4,000,000 (approx. 40%) request rate approx. 17,000/day
d. e-Info (via GSIS web site) registered users 2,500 + e-service users request rate approx. 2,000/month registration rate approx. 100/month
e. e-IncomeTax (via TAXISnet) registered users 30.000 + e-VAT ( 2%) filed forms 2.000
G. Mentzas et al KMGov-2001, 22-24 May 2001 52
Key lessons learned
Begin with easily executable pilot projects “low-hanging fruit”
Institutionalise the project Advertise and sell the project Capture metrics and user feedback at every step
Focus on People & Processes, not Technology Enhance the way people work
• Tie KM into existing and evolving business processes Transform organisational boundaries
• Shared information = corporate power
Recognize knowledge as the most valuable asset Establish senior leadership oversight and guidance
G. Mentzas et al KMGov-2001, 22-24 May 2001 53
Implications for management
Select a good business case Target projects and activities of strategic importance Determine experiences worth learning from
Provide processes & structures for knowledge leveraging Encourage individuals and groups to reflect on and share what they have learned Set up processes and roles
• E.g. AARs, peer reviews, communities of practice
Bring knowledge into operations Embed knowledge into information repositories, work
processes, support systems, products and services• Intranet sites, online processes, support systems
G. Mentzas et al KMGov-2001, 22-24 May 2001 54
Key issues to be considered
Knowledge Management should be holistic• It fuses:
people and culture issues intra- or inter-organisational business processes IT tools
Knowledge Management is a means to an end not an end in itself
• The end is performing work better, faster and smarter