Knowledge Management Knowledge Management D fi i KMD fi i KMDefining KMDefining KM

KM Evolution and HistoryKM Evolution and HistoryKM Evolution and HistoryKM Evolution and HistoryWhen all work is Knowledge workWhen all work is Knowledge work

March March 99thth 20092009Richard CrossXerox Alumni Source KM Europe keynoteR Cross /DHoltshouse44

Agenda

• Introduction to the Programme and Lecturers• Defining Knowledge ManagementDefining Knowledge Management• Intro to KM Evolution and History

- What can we learn from is the experience of others- We cannot bottle knowledge about knowledge but we can provide some

advice based on observation of people at work and the school of experiencep

- We may not be able to ‘manage knowledge’ but we can always share it more effectively…..through conversations and stories

2

Introduction to the Programme and Lecturers

O• Day One- the essence social aspects• Day Two – the technologyDay Two the technology• Day Three- application the reality how can

thi l d t ti d lt t t t ithis lead to action and results at a strategic, organisational & personal level

- Local examples from pioneers- Real examples from international practitioners including best & worst

practicespractices

3

Introduction to the Programme and Lecturers

C &• Conversation & stories• Interactive – not pouringInteractive not pouring

knowledge into you

4

The Knowledge Bazaar

?• Who are you?• What do you do?What do you do?• What knowledge do you have to ‘sell’?• What knowledge are you interested in

‘buying’? (personal or organisational)y g (p g )• What are the top knowledge sharing problems

you face?you face?

5

Background to Knowledge Management

Footnotes to Peter Drucker!C• The Computer Evolution

• The Quality Revolution/The LearningThe Quality Revolution/The Learning OrganisationBPR• BPR

• Tom Stewart at Fortune Magazine & Leiff gEdvinsonn on Intellectual Capital

• The impact of IT Globalisation and the• The impact of IT Globalisation and the Knowledge Economy

6

What happens after TQM and BPR?

KnowledgeConsortiums

UniversityR hBenchmarking

UC Berkeley 96-01•Knowledge ProfessorshipK l d F

Researchg

KnowledgeKnowledge •Knowledge ForumKnowledge Research

Knowledge Research

Market

Grass roots Projects

HQ UK BankCall Centre IMFItaly Telecom

KLEE & Co (EU project)European Financial Services Study

R & D/Software & Engineering Design/Parc & Grenoble(EurekaFocusService Rep Knowledge Sh i

Market Research

Internet behaviourKnowledge Ecologies

Services StudyMobile WorkersEthnographic s

CustomerStudies

7

SharingInternal Best Practice Sharing(Insead)

Studies

Early Business reasons for adopting KM

27 2%

47.5%

50.4%

To provide eLearning

To Capture and Share Best Practices

To Enhance Internal Collaboration

26.1%

26.7%

27.2%

To Provide a Project Workspace

Competitive Intelligence

To provide eLearning

16.8%

17.7%

26.1%

To Enhance Transactional Business Processes

To Enhance Web Publishing

j p

6.8%

7.2%

To Enhance Supply Chain Management

To Manage Legal Property (patents, brands)

2.5%

0% 10% 20% 30% 40% 50% 60%

Other

8IDC’s Third Annual KM Adoption Survey, April 2, 2002

Knowledge in the Workplace

Data Information Content KnowledgeDocument

U i d Data Arranged

Aggregate term for variety of information

t i l di InformationUnorganized Numbers,

Words, Sounds, I

Data Arranged / Processed

Into Meaningful

Patterns

types including documents,

e-mail, URLs, Web Pages,

th d d

Information made

actionableor

a capacity to

Information organized for

human comprehension.Images Patterns threaded

conversations, audio, video, music, etc.

a capacity to take action.

comprehension.

Bits Based People Based

Where investments are made The challengeWhere investments are made The challengeContext . . . “What Is It Related To?”Relevance . . . “Do I Need This?”• Organized

• Patterned

9

Authenticity . . . “Can I Trust It?”Experience . . . “Have I Done This Before?”

• Patterned• Grouped• Categorized

Knowledge vs Information

Knowledge Management Information ManagementKnowledge Management Information ManagementEmphasizes AddingActionable Value to Contentb Filt i S th i i

Emphasizes Delivery andAccessibility of Contentby Filtering, Synthesizing,

Interpreting, Adding ContextAccessibility of Content

Balanced Focus onTechnology andCulture/Work Practice

Heavy Technology Focus

Requires Ongoing Human Assumes InformationRequires Ongoing HumanInputs and Linkage toWorker Communities

Assumes InformationCapture can be Standardizedand Automated

Source: Xerox, E&Y

10

Where Knowledge resides - rarely does a document speak for itself

Wh C K l d R idWh C K l d R id P i M f K l d T fP i M f K l d T fWhere Corp. Knowledge ResidesWhere Corp. Knowledge Resides Primary Means of Knowledge TransferPrimary Means of Knowledge Transfer

26%

Employee Brains

Paper Documents

17%

Personal Experience

OTJ Training

42%26%

20%12% 5% 2%24%

17%52%

Sharable Electronic

ElectronicDocuments

Formal Training

StructuredOther

Knowledge Base

Structured Knowledge Base

for Sharing

11

Source: Survey of 400 Executives by Delphi

The Language of Knowledge

Something learned and consistently usedKnowledge is

the goal

An awareness that we need to take an

action

Information that has been absorbed, analyzed,

reviewed, summarized, and a decision has been made

Halfway between information and

wisdom

Gives you the ability to act

upon

Data that has been synthesized

The learning and applying of

information, utilization

Something contained within

of it

Lang age ofA filter to pull i f ticontained within Language of

Knowledgeinformation

through

12

Knowledge workers use knowledge to take action. It is the applying of information, something used to help them achieve goals.

Attributes of Knowledge Management

New knowledge is essential to survive any

growth

Informationoverload

Sharing information is essential to my own and my company’s survivalg

• Helps me make better and smarter decisions

• Is a time-consuming process

• I’m fearful of missing something important

• Is difficult to find meaningful information

y p y• Provides continuous

feedback and growth• Documenting what course

of action is takenp• Must maintain the

connection between old knowledge and information to be able to then use new information to create new

meaningful information• Not enough to get through

it all• Brainstorming• Meetings• I have incentive to share

information• Impossible to shareinformation to create new

knowledge Impossible to share knowledge

A i

In spite of

ShareAcquire Share

ACT

13

Managing knowledge involves accessing information, going through the process of knowledge generation, and sharing, storing that knowledge.

The essence of Knowledge Sharing

• Access rapidly• Learn quickly

Acquire Share

Act

Acquiring

• Monitor effectively

• Share easily not excessively• Mix creativelyMix creatively• Build & honour community

• Use readily JIT

Sharing• Understand deeply• Innovate creatively

Acting

14

The Scope of KM

Instilling Instilling

Sharing Knowledge Sharing Knowledge & Best Practices& Best Practices

LeveragingLeveraging

Arthur Andersen

Responsibility for Responsibility for Knowledge SharingKnowledge Sharing

Leveraging Leveraging Intellectual Intellectual

AssetsAssets

ChevronDow

Hughes

Kaiser Bechtel

AndersenConsulting

Booz Allen Capturing & Capturing & Reusing PastReusing PastExperiencesExperiences

Understanding & Understanding & Measuring the Value Measuring the Value

of Knowledgeof Knowledge

NSA

Price Water.

Sequent British Pet.

Monsanto

Hoffman LR

Building & Mining Building & Mining Customer Knowledge Customer Knowledge

BasesBases

Embedding Embedding Knowledge in:Knowledge in:

Products, ServicesProducts, ServicesSkandia

TIUSAA MicroSoft

E&Y

Teltec

HP

BasesBases oducts, Se cesoducts, Se cesProcessesProcesses

P d iP d iMapping Networks Mapping Networks

of Expertsof Experts

HP

Driving Driving KnowledgeKnowledge

Generation for Generation for

Producing Producing Knowledge as a Knowledge as a

ProductProduct

15

InnovationInnovation

Sources: Xerox

High Impact Applications

Portfolio Mgt.IP Licensing

Customer Knowledge

Sharing

Design & Development

Best Practices Global field ForceK-sharing

Incentive Models

Infringement

Cultural ModelsInstilling

Responsibility for Knowledge

Sharing Knowledge & Best

PracticesLeveraging Intellectual

Assets

Customer Marketing Repository

Help Desk MarketingCore Competency

Retention

Product Development

K h

Arthur Anderse

nChevronDow

Hughes

Kaiser Bechtel

AndersenConsulting

Booz AllenCapturing &

Reusing PastExperiences

Sharing

Understanding & Measuring the Value

of KnowledgeRepository

User Best Practices Libraries

Know-how

Contextual Analysis Tradeoff

NSA

Price Water.

Sequent Skandia

TI E&YTeltec

British Pet.

Monsanto

Hoffman LR

Building & Mining Customer

Knowledge Bases

Embedding Knowledge in:

Products, ServicesProcesses

S iUser Community

Meeting Place

TIUSAA MicroSoft

Mapping Networks of Experts

HP

Driving Knowledge

G ti f

Producing Knowledge as a

Product K-value chain optimization

Servicevs.

Product

Partners& Alliances

Communities of Practice

On-line Product Support Services

Generation for Innovation

optimization

16

CompetitiveSpace Subject Matter

ExpertsOn-line

Consulting Services

On-line Knowledge

ServicesSource: Xerox

The Social life of Information

INDIVIDUAL GROUPC

IT

Knowing that

XPLI

C

We participate therefore we are (and know)EX Concepts Process

KnowCommunities

are (and know)

Knowledge is

CIT

How& Who

gSlipperyStickyIntangible

Skills PracticesTAC Intangible

TimelyAnd in our heads

17

Adapted fromt Xerox PARC/JSB

Our framework: the 3 C’s and the information dietThe 3 C’s

Content Community

Knowledge

Context Knowledge

KnowledgeFlow

Push vs PullContext gDomains

Top 10 DomainsTop 10 Domainsfor KnowledgeManagement

18Source: Xerox PARC

So What is KM?

KM is a formal business process that integrates people, processes, and technology in order to get actionable information to the right people at the right titime.KM also helps systematically map, capture and retain core processes, experiences and expertise, and provides knowledge sharing methods and tools that enable workers to rapidly access, learn, and utilize shared know-how.

KM assets consist of business know-how represented thru Content and DocumentKM assets consist of business know-how represented thru Content and Document Management Systems as well as non-codified know-how resident in individual expertise, communities of practice, business processes, models, customer relationships, and brand/intellectual leadership.

“an emerging enterprise wide business discipline, arising out of the social & economic consequences of IT” Gartnersocial & economic consequences of IT” …Gartner

19

P & I t ll t l C it l

Four perspectives

Process & Intellectual CapitalMethods & Metrics for the ‘New ‘ EconomyKnowledge as a “Business Operation”: Innovation

TechnopiaTechnologies and ToolsBoxing or bottling KnowledgeThe Codification Conspiracy People (Utopia)

Communities & TeamsKnowledge as a “Cultural My PerspectiveIssue”How do organisations learn

My PerspectiveKnowledge is:Work Centered- helping you do what you do more effectively and efficiently to connect collaborate andeffectively and efficiently to connect collaborate and create, innovate and add valueOperations Led- in the context of your organisation expectations and business priorities as well as customer

20

needsTechnology Enabled- accelerating what you can doRather than speed up the mess

KM Trends & issues

21

Talent: A Diminishing Pool

European Union: 2000 vs. 2050 Ratio US Workers: Non-workers

80%

100%-16%

declineRetired

40

Elderly per 100 Workers

60%

80%243M

ults

Pop

. 30y p

40%203M

E.U

. Ad

Workers10

20

0%

20%

0

10

0%2000 2050

01960 1980 2000 2020 2040

22

Source: UN Forum on Aging, 2000 Source: Gerontological Society of American (1999)

Work: Toward Virtualization

U S Worker Population (M) Information Any way any whereU.S. Worker Population (M)

2002

NFiles Address books

Information – Any way, any where

Non-MobileMobile

94M63%

56M37%

Address books

63%

Total: 150MProtocols

2006

MessagesProtocols

Non-Mobile

54MMobile104M

66%

34%

I t fNetworks

23

Total: 158M

Source: IDC,

Interfaces

Work: The Balance of Attention and Relevancy

Sh d

Average 40% of Work Day Using IT The Revenge of Unintended ConsequencesDealing with Information Overload

Shared Network

18%•I delete or ignore

g

E-mail45%

Portals/ Website

8%

•I forward to colleagues for processing

Conference Calls5%

•I have strict guidelines to limit

•I have software tools to manage

IM/Text Message

Voice mail19%

0 20 40 60

ResponsesMessage

5%

Source: IWPC PKM Survey 2003 Source: Xerox Workplace Productivity Study 2002

24

Source: IWPC PKM Survey 2003 Source: Xerox Workplace Productivity Study 2002

Does KM matter?Knowledge Researching Attitudes on Knowledge Sharing …

Performance

Research Approach

Is there a link between

pp• Surveyed 200 Xerox Customer Service

Engineers• In depth interviews with 45

Performance & Sharing?

In depth interviews with 45• Asked them about their work activities• Used language analysis

tools/techniques to detect patterns andtools/techniques to detect patterns and insightsPerformance

25

Source: Xerox, CDC

Interviews with Service Engineers

Tell me what

What do you like and dislike about

team work?you value in Co-workers. Describe your

work environmentenvironment.

What strengths do you bring to

Xerox and others?

When you have a problem, who do

you see first?What motivates

you to share

26

what you know?

Performance and Sharing …

Behaviors Knowledge Sharing Behaviors

Sharing

igh

highs: 60% discussed importance of sharinglows: 12% discussed importance of sharing

h

Pro-ActiveSharers highs: Believe in sharing reciprocity

lows: See disadvantages in sharing

med Re-Active

Sharershighs: More optimistic, upbeatlows: More complaining, lacking control

low

Non-ActiveSharers

highs: “I like to help others”lows: “Others like to take the credit”

Source: Xerox CDC

Job Performance Rating

l

low med high

27

Source: Xerox, CDC

Performance and Knowledge …

Choice of Language

highs: 90% referred to knowledge more

Language & Perspectives

LanguageUsed

dge

highs: 90% referred to knowledge more often than information

lows: 37% referred to knowledge

UseKnowledge

Kno

wle

d

highs: Rely on their knowledge as an assetlows: Rely on their access to information

as an assetUse

Information

n

as an asset

highs: Expansive view of worklows: Narrow perspective looking for

UseInformation

Info

rmat

ion lows: Narrow perspective, looking for

reassurance

highs: “If I need help, I ask another person”I

Job Performance Ratinglow med high

Source: Xerox, CDC

highs: If I need help, I ask another personlows: “I would go to a manual; it

contains more than a person”

28

Performance and Optimism …

Attitudes Reasons and Outlook

Attitudes

ve

higher: Share knowledge to enhance teamlower: Share knowledge to “look good”

OptimisticPos

itiv

higher: Rarely complain about working conditionslower: Regularly complain about unfair treatment

Neutral /Positive

higher: Have an expansive big picture view ofwork

lower: Need reassurance about their work

Pessimistic

Neg

ativ

e

higher: See problems as challenges to beovercome

Job Performance Ratinglow med high

Source: Xerox, CDC

lower: See problems outside themselves

higher: Extra workload part of job

29

g p jlower: Extra workload excuse for shortcoming

Does KM Matter to Scientists?

A Social Network Analysis of a Corporate R& D Function

Networking and Connections amongst Scientists and Business people- The key to effectiveness

30

Source: Rob Cross, University of Virginia

Workers in Communities and Networks

Create Unique Create Unique IdentityIdentity

Create Unique Create Unique IdentityIdentityIdentityIdentityIdentityIdentity

B ild WidB ild WidB ild WidB ild WidBuild WideBuild Wideand Deep and Deep

ConnectionConnection

Build WideBuild Wideand Deep and Deep

ConnectionConnection

Add Value to Add Value to CommunitiesCommunitiesAdd Value to Add Value to CommunitiesCommunities

31

Source: R. Dawson

Information Work Productivity Workplace

Favorable R ti

M t i

“A Great Place to Work” Survey

Rating Metric1. My manager organizes and shares information in

ways that help me work smarter and faster 45% Clarity

2. In my workplace, it is easy for me to find whomever or whatever I need to work smart enough, fast enough

25% Navigation

3 I k l i i h i f i I 25% B i3. In my workplace, it is easy to get what information I need to get my work done

25% Basics

4. In my workplace, corporate provided resources ( l i i i f i IT) i

15% Usability (tools, training, information, IT) is easy to use

5. In my workplace, the corporate resources get me what I need, as fast as I need it.

12% Speed

6. My company is respectful of my time and attention, and is focused on using it wisely and effectively.

10% Time

Source: Jensen Work Survey

32

Source: Jensen Work Survey7500 surveys, 180 companies

Universal solutions for KM do not work

Vision driven KMVision driven KM(Capitalising on theknowledge of many)

Making the Objective Visible

Making the Contexts VisibleKM for Professionals(Connecting People)

Making Knowledge VisibleKM for EmergenceKM for Emergence

(Encouraging innovation)

33

Conceptual Framework : Knowledge Work Pattern Model

highNomadNomadAgentAgent29.8%29.8%

g19.8%

g19.8% - communicating

knowledge- walking around

CTI

ON

CTI

ON

- walking around- having dialogue

with others- having own vision

NTE

RA

CN

TER

AC

Keeper16.6%

Keeper16.6%

Analyst33.8%

Analyst33.8% - thinking by oneselfII - analyzing data/info

logically- insisting on his/her

originality

low highAUTONOMYAUTONOMY

Source: DEGWoriginality

34

KM is about organisation effectiveness

Creating ValueValue

(Effectiveness)

Working Smarter & Learning Faster

In real time…physically and virtually when the work space

g g

physically and virtually when the work space and geographic rules of the game have changed through the impact of technologyg g p gy

Without losing credibility on the basics

Efficiency

35

y