sata presentation jc
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Southern African Railways Association (SARA) - Papers and Publications. http://www.sararail.org/TRANSCRIPT
ACCELERATING KNOWLEDGE ACCELERATING KNOWLEDGE MANAGEMENT THROUGH ICTsMANAGEMENT THROUGH ICTs
PRESENTED BY J. CHIDORAPRESENTED BY J. CHIDORA
AT 3rd SOUTHERN AFRICAN TELECOMMUNICATIONS ASSOCIATION (SATA) REGIONAL HUMAN CAPITAL
DEVELOPMENT WORKSHOP
27 – 28 NOVEMBER 2008, WINDHOEK, NAMIBIA
PRESENTATION PLANPRESENTATION PLAN
KNOWLEDGE MANANGEMENT (KM)
ICTs & HUMAN CAPITAL IN KM
ROLE OF ICTs IN KM
ACCELERATION OF KM
BARRIERS
REGIONAL PERSPECTIVE OF KM
BACKGROUNDBACKGROUND
A collection of data is not information.
A collection of information is not knowledge.
A collection of knowledge is not wisdom.
A collection of wisdom is not truth.
The idea is that information, knowledge, and wisdom are more than simple collections. Rather, the whole represents more than the sum of its parts and has a synergy of its own. (Neil Fleming).
BACKGROUND CONT’DBACKGROUND CONT’D
This is what brings about knowledge management
KNOWLEDGE MANAGEMENT (KM)- DefinitionKNOWLEDGE MANAGEMENT (KM)- Definition
Knowledge Management is about bring knowledge to Business processes through use of people Information and Communication Technologies (ICTs).
KM- Definition Cont’dKM- Definition Cont’d
Organisation
KM
KM
KM
KM
KM processes
KM PROCESSESKM PROCESSES
KM involves a number of processes. Below are just a few of them
Knowledge Process
1. Develop knowledge
2. Apply knowledge
3. Access knowledge
4. Transform knowledge
5. Transfer knowledge
6. Update knowledge
7. Preserve knowledge
ENABLERS OF KMENABLERS OF KM
KM enablers
Organisation & cultureOrganisation & culture ICTsICTsIncentives and rewardsIncentives and rewards GroupwareGroupware
Roles and ResponsibilitiesRoles and Responsibilities Data miningData mining
BehaviourBehaviour Document retrievalDocument retrieval
LeadershipLeadership IntranetsIntranets
Knowledge based Knowledge based systemssystems
KM focuses on doing the right thing that is relevant at any given time instead of doing things right.
KM harnesses the human creativity and innovativeness needed in Organisational processes/activities.
KM fosters a learning culture that provides opportunities for continuous development and encourages worker participation.
KM symbolizes a transition from information value chain (IVC) to Knowledge Value Chain (KVC) due to ICTs developments over the years
KM Cont’dKM Cont’d
ICTs & HUMAN CAPITAL IN KMICTs & HUMAN CAPITAL IN KM ICTs have brought about changes in the work
environment where the options for where and how you work seem unlimited by today's standards.
ICTs have also made it easier for organisations to adapt to any forms of change and this change has brought about organizational growth.
ICTs and human capital contribute to Organisational change through KM
ICTs leave Knowledge workers to concentrate their time and effort on value adding activities.
ROLE OF ICTs IN KM ROLE OF ICTs IN KM
According to Digital Opportunity Initiative (DOI) there are two most powerful forces in the world today;
1. The spread of ICT
2. The global effort to achieve more widespread social and economic development
ICTs are catalyst of social and economic development.
Human capital is the key indicator in sustainable social and economic development
ROLE OF ICTs IN KM Cont’dROLE OF ICTs IN KM Cont’d
Thus the need to empower the
i. Community
ii. Employees
iii. Learners
The empowerment of the above links corporate governance and KM
ROLE OF ICTs IN KM Cont’dROLE OF ICTs IN KM Cont’d
Use of ICTs for day to day activities.
ICTs are redefining our priorities as individuals and organisations & new opportunities are being opened.
The change that ICTs bring out is that of knowledge and information sharing.
ROLE OF ICTs IN KM Cont’dROLE OF ICTs IN KM Cont’d
In to-day’s knowledge–economy, competitive advantage lies not in technology, finance and structure but lies
In developing people and organizations
In the cultures and value systems
In nurturing the talents and competencies of people who make up the organizations.
The knowledge society we are living in requires organisations to accelerate the development of knowledge management.
ACCELERATING KM THROUGH ICTsACCELERATING KM THROUGH ICTs
Today’s organisation requires to acknowledge intellectual assets it has together with other tangible assets.
Intellectual assets are unique competencies identified through KM
KM empowers employees and brings about commitment, a culture of learning thus bringing continuous improvement on organisational competitiveness.
Organisations need to accelerate KM for knowledge takes time to experience and acquire once lost
WHY ACCELERATE KM Cont’dWHY ACCELERATE KM Cont’d
Globalization is increases competition.
Global Financial Crisis is a wake up call to organisations.
Reduction in foreign investment
Competitive pressure from recession
Strategic change
Employee morbidity
BARRIERS TO KMBARRIERS TO KM
Earlier we said
ICT are catalyst to social and economic development
Human capital is key indicator in sustainable social and economic development.
Lack of :
effective communication channels
Employee motivation
Knowledge management road map and identification of knowledge gaps
BARRIERS TO KM Cont’dBARRIERS TO KM Cont’d
Lack of :
Acknowledgement of KVC by management
Recognition of intellectual assets
Change management
Connectivity
Availability and reliability of infrastructure to access Internet and communicate with other organisation
Power supply
BARRIERS TO KM Cont’dBARRIERS TO KM Cont’d
Cost
Although globally cost of hardware, software and Internet have reduced in developing countries it is still a challenge.
Substance and language of the context
Relevance and comprehensibility is still an issue
Digital capacity of organisation
E-readiness of organisation
Leadership perception and appreciation.
BARRIERS TO KM cont’dBARRIERS TO KM cont’d
Content
Information is one of the key factors that motivate people to use Internet.
Information can be accessible but the understanding of it can be a barrier. – access levels with the organisation.
Organisational resource allocation policies
Inter- connectivity between countries
Disparity in connectivity, access speeds, infrastructure development
Digital Divide
KM IN SADC KM IN SADC
The World Economic Forum acknowledges the role of ICT in economic growth & SADC is not spared.
Regional Associations are formed from different articles of SADC Protocols for effective regional coordination and integration.
KM IN SADC Cont’dKM IN SADC Cont’d
KM at these Associations and their members would only be recognized if the ICT infrastructure whose backbone is telecommunications is supportive.
The level of ICT infrastructure are different at organisational or national levels due to a number of reasons.
Cost of ICT infrastructure
ICT appreciation
Telecommunication infrastructure
Organisational Investment priorities
KN IN SADC Cont’dKN IN SADC Cont’d
Bottlenecks
Wireless networks still expensive in most countries in the region
VSAT – license fees a very prohibitive
Radio links not very reliable but mostly used
Microwave links expensive and law and regulations prohibitive
KN IN SADC Cont’dKN IN SADC Cont’d
Fibre optic – unreachable for many organisations
Cooper wire – vandalism common across the region
SATA to facilitate the development of telecommunication infrastructure in the regional
CONCLUSIONCONCLUSION The changing world of business requires that the
organisation tap into its intellectual assets, ICT and corporate strategies to address these changes.
In the current global financial crisis the utilization of such assets becomes paramount – No-one one knows everything and collective knowledge is vital for organisations to survive.
Knowledge is power.
KM brings about creativity and innovativeness
KM is represented by data, information, knowledge and wisdom
THANK YOUTHANK YOU