Professional Documents
Culture Documents
Action Plan
Getting Started
Knowledge Key Concepts
A Bit of Theory
Management
The Knowledge
Agenda
Critical KM
Success Cases
Factors
y” alue Tim Innovation in Products,
t
oc
i e Added V e-
to-
n S ma Services and Processes
atio rke
m t
f or Knowledge
“In
• Global Customers
• Changing Needs
Goods & Services • Time-to-market
ss
• ‘Smart’ Products
e
Information iv en • Customization
n s
Ma o • Service
rke sp
td Re • Quality
riv
en Flexibility • Intangibles
Business
Transformation
Learning (BPR, TQM, culture)
Organization Innovation
Knowledge
Management
Intellectual Information
Assets/Capital Management
Knowledge-based
Systems
Intelligence Human, judgemental
Contextual, tacit
Knowledge Transfer needs learning
Information
Codifiable, explicit
Easily transferable
Data
Source: The knowledge creating company, I. Nonaka and H. Takeuchi
From
Tacit Explicit
To
Chaotic knowledge processes
Embed
Product/ Knowledge Organize/
Process Create Store
Repository
Share/
Use/Exploit Disseminate
Diffuse Access
Create/discover - 3M, Glaxo Wellcome
Codify - BHA, Standard Life, PwC
Diffuse - H-P, Thos. Miller, Rover, BP
Use - Buckman, Steelcase, PwC, Andersen etc.
Process/culture - Cigna, Analog
Conversion - Monsanto
Measure/exploit - Skandia, Dow
A strategy led initiative - learning org. focus
Workshops to convert rhetoric to action plans
Levers
Measure-
Processes People Information Space
ment
Foundations
‘Hard’ infrastructure - Intranet, groupware etc. Tools and
‘Soft’ - Skills, learning,
+ Techniques
A key enabler
Access anytime, anywhere, anyhow
Lotus Notes, First Class, Intranets - groupware
Point solutions e.g. data mining, mapping
New generation of Knowledge Based systems
Focus on the I (Information - about Knowledge)
Hybrid, virtual teams
A culture of sharing - vs. information fiefdoms
Directors of Knowledge (Intellectual Capital)
Facilitating knowledge processes
change teams, development workshops etc.
Developing personal skills
info management, ‘dialogue’, online techniques
New measures of human capital, capabilities
Strong link to business imperative
Compelling vision and architecture
Knowledge leadership
Knowledge creating and sharing culture
Continuous Learning
Well developed ICT infrastructure
Systematic knowledge processes
1. Find out where you are!
do an assessment; look for existing practice
2. Identify the knowledge champions
and top level sponsors
3. Start the learning process
attend seminars, site visits, assemble resources
4. Understand the seven knowledge levers
find how knowledge adds value to your business
5. Identify Related Initiatives
an opportunity for collaboration?
6. Initiate a Pilot Project
look for quick wins, within long-term framework
7. Assess Organizational Readiness
assessment plus enablers, levers, foundations
8. Develop a road map for knowledge
vision, goals, strategies, resources, networks.”
Source: ENTOVATION
Collaborative Process
10
Communications Technology
Performance Measures
8
4 Education/Development
Leadership/Leverage
2
Innovation Intelligence
Alliances/Joint Ventures Products/Services
The End