a brief introduction to knowledge management
TRANSCRIPT
A Brief Introduction to …
Knowledge Management
Cambriano Energy, Good Strat Blog, Iniciativa Consulting & Martyn Jones Europecambriano.es
Telephone: +34 618 471 465
Theme: An Introduction to … Knowledge Management
Objective: Gain a high-level understanding of KM
Topics: KM People, Process and Technology
Authors: Martyn Jones & M-C Portillo. IniciativaConsulting. Cambriano Enrgy. Open Knowledge Methodology.
Duration: Approx. 45 minutes
Agenda
Copyright © 1992-2000 Iniciativa Org, S.L. Page 3
KM Quotes
“Knowledge management is all there is in our company. We live and die on our intellectual property…acquiring knowledge quickly…moving it around the company very quickly…it’s all about knowledge transfer...starting with the customer.”
Lew PlattHP
The Performance Group Consortium
May 1997
Copyright © 1992-2000 Iniciativa Org, S.L. Page 5
Ideas About Knowledge Management – 1/4
Helping
– to manage complexity, change, speed and know-how
in increasingly informal, ambiguous and
opportunistic business environments
Helping
– business to really know what their know-how is
Helping
– to improve the quality of decision making through
the supply of adequate, appropriate and timely
information and knowledge
Ideas About Knowledge Management – 2/4
Helping
– to drive continuous improvements in quality and
innovation
Helping
– to formulate new best principles and best practices
Helping
– to achieve greater business intensity, intimacy,
complicity and agility
Ideas About Knowledge Management – 3/4
Helping
– to create a culture of sharing and collaboration
Helping
– to promote the creation and management of
Structured Intellectual Capital
Helping
– employees locate skills and experience
Ideas About Knowledge Management – 4/4
Helping
– business to identify ways to encourage employees to
share know-how
Helping
– business to assess states of readiness in terms of
technology, culture, economics and politics
Helping
– to exploit knowledge and to connect people
Human Capital
– the capabilities of the individuals required to provide
solutions to customers
Structural Capital
– capabilities of the organization to meet market
requirements
Customer Capital
– value of an organization’s relationships with the
people with whom it does business
Language of KM – 1/3
Language of KM – 2/3
Customer Intimacy
– increasing customer knowledge
Customer Intensity
– sharing know-how with the customer
Agility
– rapid learning and intellectual capital reuse
Intellectual Capital
– know-how
Language of KM – 3/3
Knowledge Based Products
– unique value propositions based on associated
knowledge content
Innovation
– creating new information and know-how
Process and Product Quality
– sharing information and know-how related to work
practices, processes and quality innovations
KM: Business Imperatives
Industrial - making & moving Information - transactional
natural resources based people based
things know how = ideas
measure cost & quality measure time & quality
currency = $, €, cost currency = innovation
capitalistic economy network economy
CSF = low cost producer CSF = fast learning organisation
centralized & controlled decentralized & shared
linear & predictable chaotic & complex
change slow change exponential
economy of scale economy of integration
bottom line = cost bottom line = speed & quality
KM: Decisions, Decisions
• focus on the core business
• outsource non-core activities
• Understand buy and build options
• focus on asset life cycle
• focus on portfolios
• partner & collaborate
• and be more profitable now!
Page 15
Competition from within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat ofreplacements
Bargainingpower
Bargainingpower
Bargainingpower
Sources: Michael Porter;Martyn R Jonesand others
Competitive Forces and KMDesign by Iniciativa Consulting
Government
Page 16
Competition from within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat ofreplacements
Bargainingpower
Bargainingpower
Bargainingpower
Sources: Michael Porter;Martyn R Jonesand others
Competition from within the industry:
When, where, how, why and with what to compete.
Conditioning factors in the making and breaking of alliances.
Competitive Forces and KMDesign by Iniciativa Consulting
Government
Page 17
Competition from within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat ofreplacements
Bargainingpower
Bargainingpower
Bargainingpower
Sources: Michael Porter;Martyn R Jonesand others
Competitive Forces and KMDesign by Iniciativa Consulting
Government
Buyers:
Marketing and Sales intelligence and know-how.
Matching needs with products, services and value propositions.
Customer intimacy and intensity.
Page 18
Competition from within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat ofreplacements
Bargainingpower
Bargainingpower
Bargainingpower
Sources: Michael Porter;Martyn R Jonesand others
Suppliers: Supply chain management and associated information management allows customers to have a much clearer relationship with suppliers.
Competitive Forces and KMDesign by Iniciativa Consulting
Government
Page 19
Competition from within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat ofreplacements
Bargainingpower
Bargainingpower
Bargainingpower
Sources: Michael Porter;Martyn R Jonesand others
Competitive Forces and KMDesign by Iniciativa Consulting
Government
Potential Entrants:
IM and KM that uses external market information can help businesses to anticipate possible and probable market incursion.
Page 20
Competition from within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat ofreplacements
Bargainingpower
Bargainingpower
Bargainingpower
Sources: Michael Porter;Martyn R Jonesand others
Replacements:
Replacement products and services … difficult to pick up on the business radar.
KM in the form of a Digital Network facilitates awareness
Competitive Forces and KMDesign by Iniciativa Consulting
Government
Page 21
Competitive Forces and KMDesign by Iniciativa Consulting
Competition from within the industry
Rivalry
Suppliers Buyers
Replacements
Potential entrants
Threat ofreplacements
Bargainingpower
Bargainingpower
Bargainingpower
Sources: Michael Porter;Martyn R Jonesand others
Government
Page 23
Strategy
Skills Shared Values
Structure Systems Staff Style
Source: McKinsey & Co.
Elements of Strategy and KMDesign by Iniciativa Consulting
Page 24
Strategy
Skills Shared Values
Structure Systems Staff Style
Strategy: The major objectives of an organization and the policies and strategies that govern the acquisition, use and disposition of resources to achieve those objectives depends on information and knowledge
Source: McKinsey & Co.;Martyn R Jonesand others
Elements of Strategy and KMDesign by Iniciativa Consulting
Copyright © 1992-2000 Iniciativa Org, S.L. Page 25
Strategy
Skills Shared Values
Structure Systems Staff Style
Shared Values: common assumptions about what the business is trying to achieve, how it should go about itswork, how people should deal with each other, and how issues that arise ought to be tackled. Clearly, the sharing of values depends on information and knowledge
Source: McKinsey & Co.;Martyn R Jonesand others
Elements of Strategy and KMDesign by Iniciativa Consulting
Page 26
Strategy
Skills Shared Values
Structure Systems Staff Style
Skills: Skills can be defined as the competencies the organization needs in its people in order to perform required activities to the desiredstandard. Information and knowledge are important ingredients here. Source: McKinsey & Co.;Martyn R Jones
and others
Elements of Strategy and KMDesign by Iniciativa Consulting
Page 27
Strategy
Skills Shared Values
Structure Systems Staff Style
Structure: Structure is concerned with how the business breaks down its activities into distinct elements and how these elements are coordinated.KM and IM are critical to success in this area.
Source: McKinsey & Co.;Martyn R Jonesand others
Elements of Strategy and KMDesign by Iniciativa Consulting
Page 28
Strategy
Skills Shared Values
Structure Systems Staff Style
Systems: The systems used by the business should reflect the aims of accountability, professionalism and constancy of purpose. KM is key in ensuring the permanent alignment of people, systems and business needs.
Source: McKinsey & Co.;Martyn R Jonesand others
Elements of Strategy and KMDesign by Iniciativa Consulting
Page 29
Strategy
Skills Shared Values
Structure Systems Staff Style
Staff: Ensuring that business has the right people with the right capabilities available to address business needs and the needs of people. KM plays a role in providing staff with know-how and the business with solutions.
Source: McKinsey & Co.;Martyn R Jonesand others
Elements of Strategy and KMDesign by Iniciativa Consulting
Page 30
Elements of Strategy and KMDesign by Iniciativa Consulting
Strategy
Skills Shared Values
Structure Systems Staff Style
Style: Style is the philosophy, values and shared beliefs adopted by people in their use and abuse of power. KM can be used to ensure that corporate and personal styles are consistent and coherent.
Source: McKinsey & Co.;Martyn R Jonesand others
Page 31
Elements of Strategy and KMDesign by Iniciativa Consulting
Strategy
Skills Shared
Values
Structure Systems Staff Style
Source: McKinsey & Co
Page 33
Tactics and KM: Ten Myths I
• Myth 1: KM should be used to deliver best products and services to the marketplace
KM should be used to support the formulation, implementationand execution of business strategies
KM should be used to provide customers with what they want in the way that a business wants to meet those needs
• Myth 2: KM based accelerated innovation guaranteescommercial success
KM might be used to create a better mousetrap but cannot ensurethe commercial success of a better mousetrap
• Myth 3: Only the Knowledgeable SurviveAn extremely elitist and mistaken view of the role of KM
Being knowledgable facilitates an ability to “walk the talk”
Experience ensures that business can “walk the walk”
Page 34
Tactics and KM: Ten Myths II
• Myth 4: Knowledge drives decision support like no otherKnowledge drives nothing without the intervention of one or more humans who can add value to information
• Myth 5: KM lets business lead change
You can theoretically lead a horse to water, but you cannot make
it drink – especially if you don’t have a horse
• Myth 6: KM lets business predict the future by using thepast as a guide
The same circumstances occurring at different times will notguarantee consistent outcomes
There are no new birds in last years nests – Miguel de Cervantes
Page 35
Tactics and KM: Ten Myths III
• Myth 7: Knowledge brings quality to products and services
Not intrinsically true – adequate, appropriate and timelyinformation can also b used to achieve the same thing
• Myth 8: Documentation Management is not KMA document is one of the most important forms used for know-how transfer therefore the management of the media is consistentwith the management of know-how
• Myth 9: KM is the evolution of Data WarehousingA rumor spread by opposing bands of 1990’s TechnologyStrategists and 1960’s Systems Thinkers
• Myth 10: KM is only for Knowledge Intensive BusinessesKM is like power management and electricity – no business shouldbe without it
Page 37
Financial Non-Financial
Tan
gib
leIn
tan
gib
le
• Increased sales win rates
• Increased utilization
• Reduced communications costs
• Marketing best practices
• Logistics savings
• Know-how for competitive advantage and faster time to market
• Return on pre-sales investment
• Faster staff induction
• Consistent quality
• Reduced churning
• Greater customer intensity
• Closer alignment of elementsof strategy
• Quality of worklife
• Increased market visibility
• Retention of know-how
• Faster innovation
• Increased visibility of innovation
KM: Accruable Benefits
Page 38
Human
Intellectual Capital
Structured Intellectual
Capital
KM: What Is Intellectual Capital
High-value knowledge
Market
Value
Intellectual
CapitalFinancial
Capital
Page 39
Structured
Intellectual
Capital
Human
Intellectual
Capital
KM: Human and Structured Intellectual Capital
Page 40
Tacit Knowledge
• Personal, context-specific knowledge
• Resides in an individual
• Relies on experiences, hunches and insights
Explicit Knowledge
• Formal, documented knowledge
• Can be conveyed from one person to another through documents, images and other deliberate communication mediums
KM: There Are Two Types Of Knowledge
Page 41
Interpretation – Identifying scenarios and series of events
Prediction - Inferring likely consequences of given situations
Diagnosis - Inferring system malfunctions from observables
Design - Configuring processes subject to constraints
Planning - Designing actions
Monitoring - Comparing observations to plan vulnerabilities
Debugging – Identifying and describing improvements
Repair - Executing a plan to administer a prescribed remedy
Instruction - Diagnosing, understanding and improving processbehavior
Control - Interpreting, predicting, improving and monitoring process behavior
KM: Various Uses of Knowledge
Page 43
Tacit Knowledge Explicit Knowledge
from
to
Externalization
CombinationInternalization
Socialisation
The Knowledge Spiral Builds Intellectual Capital
Tacit Knowledge
Explicit
Knowledge
Page 44
The KM Team Focus
Focus on knowledge flow and content that is of most value for
the business
Align with values, vision, strategies and competitive forces
Develop processes for contribution, use and revitalization
Establish security standards and practices
Create roles and responsibilities
Establish measures of content and technical quality
Don’t forget: a technology environment alone
will not enable Knowledge Management
Page 45
Top consultants who
actively share their
knowledge dramatically
increase their value.
Leveraging other people's
knowledge, experience and
deliverables to increase our
quality and efficiency is
desired behavior.
Innovation is highly valued
when both successes and
failures are sharedTime spent increasing the knowledge and confidence
of other consultants is a
highly valued activity
Knowledge Sharing Values
Page 46
The Iniciativa OpenKnowledgeCommon Interest Community Process
Onboarding Planning Learning Sessions Apply Lessons Learned
Meeting to
describe CoPprocess and roles
Identify CoPs and
Leads
Establish Planning
session dates for each CoP
Conference call with
each CoP lead and SMEs
Identify CoP
objectives and initial topics
Identify potential participants
Invite participants
Exchange knowledge,
experiences, tools and templates
Capture knowledge
opportunities for skill development
Indentify topics and logistics for next session
Integrate learning and
experience of others into project work
Develop collateral;
combine new knowledge with existing
methodologies
Provide access to
documented knowledge
via technology
Reflect and learn
•CoPs - Communication of Communities of Practice; their goals, meeting schedules and
topics
•Highlight and share successes, lessons learned and business results
Practice/Program
LeadersCoP Leads
SMEsKnowledge
Facilitators
CoP Lead
SMEs
Knowledge
Facilitators
CoP Participants
SMEs
Knowledge Factilitators
CoP Participants
Key Roles:
Ongoing:
Page 47
Knowledge Processes & Structured Intellectual Capital
Tacit Explicit
Practice
Principles
Process
Gathering
Process
SIC
Synthesis
and Create
Repository
Process
Business
Process
IndividualsCommunities
Common Interests
Structured IC
Types of
Vision
Common
Interest
Process
Mentoring
Process
Page 48
Outcome: Create a sense of community
Outcome: Pervasive knowledge sharing
Create the Foundation
On-going Learning and Communication
Outcome: Design systemic environment
Build & Launch the Environment
Permeate the Environment
KM
Snapshots
Communities
Of Practice
Knowledge Sharing Forums
Knowledge
Technology
The Knowledge Spiral: Continuous Knowledge Sharing and Learning
Accelerating Knowledge Management
Page 49
1. Exchange
ideas
2. Exchange tools /
templates
3. Integrate into
other documents
and media
4. Apply in practice
6. Share with
community
5. Reflect and
learn
What is the Knowledge Spiral?
Page 50
1. Exchange IdeasLearning CommunitiesProject SnapshotsWho to call?
2. Capture Ideas, Insights, Lessons Learned
Capture/DocumentUse tools/templatesClassification/categories
3. Make Available/ DistributeIntegrate into other documentsSend Notifications
4. Apply in PracticeFind answers to business issuesReflect and Revise
Publish
Access
Capture
Learn
Tools
Profiling
Collaborative Environment
Electronic Communication
Tools
Object/Document Management
Authoring/Publishing
Abstracting
Categorization
Electronic Communication
Tools
Intelligent Agents
Broadcasting & Narrowcasting
Searching Engines
Electronic Communication
Tools
Browsing/Navigational
Intelligent Agents
Search Engines
Tracking Tools
Security
Collaborative Environment
IT must enable the Knowledge Spiral
Page 52
KM: Questions Of Harmonization
• People are at the centre; not technology; not process
people-as-ends versus money-as-ends
• Middle Management filled the knowledge sharing role between business strategies and high-technical operational activities
who knows best how to do this?
now that we know, can we do it again in the future?
• Soft issues - culture & leadershipare really the hard (difficult) issues. Hard issues - technology & measurement are soft (easy) issues
Page 53
KM: Questions Of Harmonization
• Do we solve complex problems approximately or simplified problems exactly?
• Learning faster and better than your competitor is the only sustainable competitive advantage
• Honesty, Trust, Humility and Open Conversation between people is essential and unavoidable if success is really required
• “Business at the speed of need” and “Time to think” are absolutely essential – Iniciativa Consulting
Page 54
KM: Questions Of Harmonization
• Positive Attitude
• Behavior & Skills
• Positive Value & Culture
Systems
• Value Relationships
• Strong Work Ethos
• Reward system aligned
with value system
• Better Decisions
• Personal & Team Qualities
– honesty
– trust
– humility
– open conversation
• Objective knowledge
• Subjective knowledge
• Knowledge of
evolutionary consequences
• Legacy builder
Page 55
Harmonising People, Technology & Process
TECHNOLOGY
knowledge tools forinformation sharing
PROCESSES
integrated life cycleprocesses focused on E&P asset & modeldriven learning
PEOPLE
multi-disciplinary teams / groups working together to solve common business problems in non-competitive areas
Page 56
Second
Iteration
Pilot
Analyze
Design Construct
Test
ImplementReview
Scope
KM: Typically Iteration Critical
First
Iteration
Page 57
KM: Knowledge and Wisdom
I never waste memory on
things that can easily be
stored and retrieved from
elsewhere.
Albert Einstein
Knowledge is of two kinds. We
know a subject ourselves, or we
know where we can find
information upon it.
Samuel Johnson
Page 58
KM Value Platform
Human
Capital
Customer
Capital
Structural
Capital
The merging of three types
of capital, along with KM,
creates the desired
outcome … an organization
so aligned and balanced
as to create the best
possible value.
Financial
Capital
Page 59
Market to Book RatioCustomer Capital
Measures Human Capital
Measures
Structural Capital Measures
Turnover rate
New Product sales(%total)
Employee attitude
Database replacement
costs
Working Capital
Customer retention
Brand Equity
Customer
Satisfaction
Ratio of sales to
admin. costs
Business Intellectual Capital
Copyright © 1992-2000 Iniciativa Org, S.L. Page 60
Creating the KM Foundation
Knowledge MappingA process to identify knowledge and
skills needed to sell or deliver a solution
KnowledgeSnapshots
Common Interest
Communities
Knowledge Mapping
Knowledge Snapshots
A process by which
approaches, insights, and deliverables are captured from the experience of individuals and teams
Common Interest CommunitiesA process for people to connect with other people to acquire, exchange and build knowledge
Page 62
UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Data: We all know what data is. One or more of a series of symbols that possibly signify something or other to someone or something at some moment in time.
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Information: The result of putting data into context. Knowledge Management is highly dependent on adequate, appropriate and timely information.
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Knowledge: The result of interpreting and understanding information. Business understanding and representation of know-how.
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KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
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UNCOVER
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USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it.
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Understand: In order to be able to identify opportunities for the reuse of information it is necessary to understand what that information represents.
Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it.
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Understand: In order to be able to identify opportunities for the reuse of information it is necessary to understand what that information represents.
Uncover: Before a business can understand the importance of its knowledge based information it has to “discover” it.
Use: In order to add value to the KM process it is necessary to apply information and know-how in a way that benefits the business.
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UNCOVER
UNDERSTAND
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KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
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DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
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DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information.
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information.
Content: information must convey usable levels of content –sufficient enough to be significant and small enough to be usable
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UNCOVER
UNDERSTAND
USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Structure: Providing constancy of purpose in structuring information makes it easier to understand the content of reusable information.
Content: information must convey usable levels of content –sufficient enough to be significant and small enough to be usable
Context: Information must be related to contexts in which it has been created, context can ascertained when information is uncovered.
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UNDERSTAND
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KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
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The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
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The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Strategic: Knowledge and information are used to formulate and drive strategic thinking and planning.
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KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Strategic: Knowledge and information are used to formulate and drive strategy thinking and planning.
Tactical: Information Management plays a key role in the process of tactical decision making
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USE
KNOWLEDGE
INFORMATION
DATA
The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Strategic: Knowledge and information are used to formulate and drive strategy thinking and planning.
Tactical: Information Management plays a key role in the process of tactical decision making
Operational: Decision making has become all pervasive and IM ensures that operational decision makers have the support needed.
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The Iniciativa IM PyramidCopyright © 2000 Iniciativa Org, S.L.
Page 84
Continued development of organizational
capability
Implementionand integration
of SIC processes
Evolving organization and
technology infrastructure
Infrastructure
Managing
Results
Oriented
Knowledge
Building and Deploying The KM Environment
Page 85
KM: Business Benefits and Features
Better
Control
Lower
Risk
Improved
Profitability
• Leverage from a base of successful
tools and approaches
• More predictable results
• Less dependent on single individuals
• Ability to more easily achieve business results
• Efficient process design, delivery
end execution
• Opportunity to value price
Page 86
KM: Roles in the Transition to a Learning Organization
• Embrace the process
• Leverage ‘learnings’ from past snapshots
• Encourage employees to share and leverage knowledge from others
• Recognize and reward desired behaviors
• Actively share, leverage and document knowledge
• Become a Knowledge Master
KM Snapshots
Mentoring Process
Role Model
Page 87
KM: The Knowledge Elaboration Environment
Domain
Experts
Info
Experts
IT
Experts
Knowledge “Creation”
and Organizational
Effectiveness
Knowledge
Organization
Enlightenment
Knowledge
Infrastructure
Process Efficiency
Source: Chun Wei Choo
Information Management for the
Intelligent Organization
Page 88
Knowledge Management Technology OrientationSource: Microsoft Corporation
• Knowledge Services: Centralized management, seamless delivery and tracking of a company's knowledge assets – including Structured Intellectual Capital
• Collaboration—Sharing Tacit Knowledge Across Time and Distance: The integrated collaborative capabilities of Microsoft Office and Microsoft Exchange Server allow users to innovate together within their familiar productivity tools.
• Content Management—Capture and Manage Explicit Experience: Content-management technologies allow people to capture, codify, and organize experiences and ideas in central repositories that enable seamless, intuitive access to an entire organization.
• Analysis—Turning Business Data into Knowledge: Being able to quickly spot trends in financial and line of business data allows decision-makers to plan better strategies.
• Search and Deliver—Bringing Knowledge to Teams and Communities: Building teams and communities across a dispersed organization is possible with portals built on personalized, cross-enterprise search and delivery technologies.
• Tracking & Workflow—Capture and Enforce Best Practices:Tracking services allow companies to identify best practices by measuring successes, while workflow tools enable the creation of process-based applications to ensure that the practices are followed and measured.
Page 89
KM: Creative Confluence and Collaboration
Data Compression
Techniques
Proliferation of cheap,
powerful computers
Improved data
communication
Knowledge workers in
the information age
Emergence of the
Network Economy
Emergence of multi-
media entertainment
DIGITAL NETWORK
Collapsing Telco charges
Page 91
Summary
Knowledge Management is an excellent opportunity to:• manage a greater number of options and opportunities
• manage larger amounts of information
• enable greater sophistication in aligning business processes with the needs of the business
Knowledge Management drives a more subtle and pervasive management of business information
Knowledge Management highlights:• the waste and misuse of talent, invention and know-how, and
• proposes tangible and effective solutions
Knowledge Management helps create an environment of communication, cooperation and collaboration that other management initiatives have failed to provide
Page 92
Summary
• Business depends on the correct management of assets
• Information and know-how assets are managed by KM
• KM relies on Knowledge Spirals
• Knowledge Spirals depend on People
• People work Communities of Practice and share information in Communities of Interest
• People create, communicate, collaborate and innovate with other People
• Communication and collaboration can be facilitated by Information Technology
• KM is People Driven, Process Focused and frequently technology based
Page 93
Summary
• Want to know more about Knowledge Management, LearningSpirals, Communities of Practice?
• Thinking of using Knowledge Management?
• Planning to purchase hardware, software and services for yourKM project?
• Started a KM project and don’t know what to do next?
SEE A SPECIALIST!
Martyn Jones, Iniciativa Consulting
http://www.martynjones.eu
Page 94
Thank you for your attention
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Good Strat Blog
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Martyn Jones, Iniciativa Consulting
http://www.martynjones.eu
A Brief Introduction to …
Knowledge Management
Cambriano Energy, Good Strat Blog, Iniciativa Consulting & Martyn Jones Europecambriano.es
Telephone: +34 618 471 465