bkrell knowledge costs business link
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Knowledge Knowledge Opportunity Opportunity
CostsCostsBarbara KrellBarbara Krell
Enterprising HREnterprising HR
Barb Krell www.enterprisinghr.ca
Changing organizational Changing organizational modelsmodels
IndustrializedIndustrialized BureaucraticBureaucratic Management by control Management by control
and rule based and rule based decisionsdecisions
Limited access and Limited access and input to information input to information
Centralized decision Centralized decision makingmaking
Maximize efficiencies Maximize efficiencies at unit level at unit level
Knowledge BasedKnowledge Based Policies and guidelines Policies and guidelines
rather than rulesrather than rules Management by Management by
facilitation and facilitation and enabling employee enabling employee empowermentempowerment
Transparency and flow Transparency and flow of informationof information
Input and feedback for Input and feedback for decision makingdecision making
Holistic systems Holistic systems thinking approachthinking approach
Barb Krell www.enterprisinghr.ca
Knowledge At WorkKnowledge At Work ““Knowledge is a fluid mix of framed experiences, Knowledge is a fluid mix of framed experiences,
values, contextual information, and expert values, contextual information, and expert insight that provides a framework for evaluating insight that provides a framework for evaluating and incorporating new experiences and and incorporating new experiences and information. It originates and is applied in the information. It originates and is applied in the minds of knowers. In organizations, it often minds of knowers. In organizations, it often becomes embedded not only in documents or becomes embedded not only in documents or repositories but also in organizational routines, repositories but also in organizational routines, processes, practices and norms.” processes, practices and norms.”
((Working KnowledgeWorking Knowledge, Davenport and Prusak, Davenport and Prusak))
Barb Krell www.enterprisinghr.ca
Cost of Poor KnowledgeCost of Poor Knowledge
Cost of Rework due to Errors Cost of Rework due to Errors Cost of Duplication of EffortsCost of Duplication of Efforts Cost of Poor DecisionsCost of Poor Decisions Cost of Missed OpportunitiesCost of Missed Opportunities
There is a penalty for ignorance. We are paying through the nose. W. Edwards Deming
Barb Krell www.enterprisinghr.ca
Butler Group reports up to 10% of Butler Group reports up to 10% of staff costs are lost, because staff costs are lost, because employees can't find the right employees can't find the right information to do their jobs. information to do their jobs.
http://www.networkworld.com/news/2006/102006-search-cuts-http://www.networkworld.com/news/2006/102006-search-cuts-productivity.htmlproductivity.html
Barb Krell www.enterprisinghr.ca
Knowledge Management Knowledge Management Is…Is…
Communicating across disciplinesCommunicating across disciplines
An integrated set of systematic processes An integrated set of systematic processes by which knowledge needed for an by which knowledge needed for an organization to succeed is created, organization to succeed is created, captured, shared, renewed, and leveraged.captured, shared, renewed, and leveraged.
Barb Krell www.enterprisinghr.ca
Using what we know…Using what we know…
KM means using the ideaKM means using the ideass and and experiences of employees, experiences of employees, customers and suppliers to improve customers and suppliers to improve the organization’s performancethe organization’s performance
Knowledge ManagementKnowledge Management The Change AgendaThe Change Agenda
Michael Skapinker, Management Editor, Financial TimesMichael Skapinker, Management Editor, Financial Times
Barb Krell www.enterprisinghr.ca
Organizational Growth
Leveraging of KnowledgeLeveraging of Knowledge
Intellectual Capital
Knowledge assets of organization – resides at an individual level (human capital), in tools and processes (structural capital) and in social networks (relational capital).
Knowledge Management
Strategies to turn intellectual capital to explicit knowledge in a form that can be shared and capitalized on.
Organizational Learning
Application of new shared knowledge to increase capability of the organization
Barb Krell www.enterprisinghr.ca
Knowledge in ProcessKnowledge in Process
What knowledge is critical to the business?What knowledge is critical to the business?
How do we measure and reward the How do we measure and reward the development and use of knowledge?development and use of knowledge?
What industry standards do we benchmark What industry standards do we benchmark against?against?
How does the use of technology enhance the How does the use of technology enhance the decision-making process?decision-making process?
Barb Krell www.enterprisinghr.ca
Issue
Identify Core Processes
Strategic Priorities
Determine Key Knowledge
Elements and Enablers
Focus for Improvement
Why?Measures of
Success
Knowledge Diagnostic
© Mindwealth 2006
Knowledge Flow
Knowledge Capital
Assumptions
For Each Core Process Identify
Impact Analysis
Barb Krell www.enterprisinghr.ca
Request for service/support
Negotiate terms Deliver product/service Close project engagement
Evaluate and Assess impact
IC Assessment
Knowledge Capital
Relationships – networks of relationships which individuals brings to their association with the centre
Centre’s reputation and branding
Experience of Centre member to negotiate realistic terms and draw on appropriate resources
Staff interaction and informal networks
Expertise of consultant who is delivering the service
Expertise of Centre staff to manage the engagement
“IP” of the centre in defined processes and resource materials/templates
Feedback forms completed at end of program/ consulting
Client accepting final report
Follow-up with clientInformal, ongoing
interaction with stakeholders
KnowledgeFlow enablers(Supporting
Tools/Processes/Structures
WebsiteMaximizer
Funding agreements Contract agreementsReports of prior
engagementsConsultant databaseContracts for training
Org assessment processShared drive of templates Print resource materials
Feedback forms in database
Final reportBillings and
collection
Survey MonkeySuccess stories,
presentations by clients of successful outcomes
Barb Krell www.enterprisinghr.ca
KM Process Improvement Model
PeopleEstablish a shared vision
Build a guiding coalition Communicate
Build community through formal and informal networks
Individual Learning
Knowledge Sharing & Integration
InformationAcquisition
Group and Community
Learning
ProcessDevelop strategy – prioritize –
focus resources Generate opportunity and manage risks
Facilitate short-term winsKnowledge in
Use
Problem & Opportunity Detection
TechnologyDesign and implement KM infrastructure Leverage existing systems
Questions?Questions?
Barb KrellBarb Krellbkrell@enterprisinbkrell@enterprisin
ghr.caghr.ca
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