knowledge management projects in practicekm.brint.com/cbk/workingknowledge8.pdf · creative...
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© Copyright 2002, Yogesh Malhotra, www.yogeshmalhotra.com, All Rights Reserved
Knowledge Management Projectsin Practice
WK-8
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© Copyright 2002, Yogesh Malhotra, www.yogeshmalhotra.com, All Rights Reserved
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© Copyright 2002, Yogesh Malhotra, www.yogeshmalhotra.com, All Rights Reserved
Epitaph: Ex-Post Analysis: Orbital / Sopheon
• Knowledge management is the ongoing creation, capture, preservation, and management of information. This givesemployees, customers, partners, and companies the resources needed to be more efficient and productive. ?????
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© Copyright 2002, Yogesh Malhotra, www.yogeshmalhotra.com, All Rights Reserved
KM Projects in Practice
• KM world of budgets, deadlines, politics, culture, leadership
• People, technology, processes, K• KM project as unit of analysis ???• 31 different projects, 20 different firms• 4 firms visited, rest telephone interviews• High level typology of KM projects• Success factors for w-I-p KM projects
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© Copyright 2002, Yogesh Malhotra, www.yogeshmalhotra.com, All Rights Reserved
Types of KM Projects
• Knowledge repositories• Improve K access• Improve K culture and environment• What do you think???• How does this relate to 10-step KM???• How does this relate to the Performance
Oriented Paradigm of KM• What is the state of KM world today???
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© Copyright 2002, Yogesh Malhotra, www.yogeshmalhotra.com, All Rights Reserved
Non-Routine
Increasing ReturnsDimensions of KM Performance
FromRoutine to Non-Routine
FromHi Structure
to Lo Structure From
Stable to ‘White Waters’(Speed, Range)
KM for Whitewaters
Stable
Hi Structure
Lo Structure
‘White Waters’
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K Repositories – K as “it”
• External K – for CI or BI • Structured internal K• Informal internal K• Extracting Tacit K – Community solutions
and lessons learned solutions (discussed in previous sessions)
What is the current state of above three???
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K Access and Transfer
• Story of Teltech• What was their business model?• How did they incentivize K sharing?• What can you learn from them????• Where is the state of KM World today???
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K Environment
• Skandia and its internal audit• Other companies – know what we know but
we don’t know that we know• External, internal, bridge goals of K
processes• Relate to CRM, ERP, SCM, etc.
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Success and Measurement
• How much more funding for KM?• How much use and volume of K?• Accumulation of critical mass and top level
support• Comfort with K and KM ????• Evidence of some ‘returns’ – financial ???
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Success Factors of KM
• K-oriented culture ???• Technical and organizational infrastructure• Senior management support• Link to economic or industry “VALUE” ??• Process orientation• Nontrivial motivation aids ???• Some level of K structure• Multiple channels of K transfer.
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10-Step / 4-PhasePhase 2 and Step4
Audit Existing Knowledge Assetsand Systems
KMT-8
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Knowledge Audit – Recommended Approach
• Determine Where You Are– Existing CVPs and BVPs– Existing K Processes– Existing K-Inputs and Resources
• Determine Where You Want to Be– Desired CVPs and BVPs– Desired K Processes– Desired K-Inputs and Resources
• Determine How to Bridge the “Gaps”
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Knowledge Audit and Analysis
• Purpose of K audit• Bohn’s Stages of K growth to ‘measure’• Identify, evaluate and rate critical process K• Select audit method• Gather K audit team• Audit your company’s existing K ???• Identify your company’s K-spot(s)• Choose a strategic position for KM system ?
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Problems!!!!
• Progression from– High dependence on Tacit K of few– Art – Highly subjective and depends on Tacit K
• To– Both Explicit and Tacit K are shared and easily
accessible– Science– Repeatable and Robust Methodology capable of
handling variations
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Bohn’s Framework is About“Process Knowledge”
• Technological knowledge, i.e., knowledge about how to produce goods and services
• The level of knowledge that a process has reached determines how a process should be controlled, whether and how it can be automated, the key tasks of the workforce, and other major aspects of its management.
• Primarily about Model 1 – Efficiency and Optimization – “Doing Thing Right”
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Problems!!!! – Show and Tell!!!
• Most companies are at stage 2 or 3 ???• To manage knowledge effectively, a
company must progress to stage 5, 6, and 7???
• Stage 8, although desirable, has proved extremely difficult to reach….
• Stage 8 – has no need for KM or K managers…
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8-Stages of Knowledge Growth – Are They???Is This Model Upside Down (D-K or K-D)
1. Can Tell a Bad Process2. Created a List of Variables3. Can determine the significance of variables4. Can Now Measure Variables5. Repeatable Methodology or Recipe6. Repeatable Methodology + Localized
Adaptability7. A Formal or Informal Model8. Perfect Knowledge – Highly Routinized,
Structured and Predictable Processes with Zero Uncertainty
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Knowledge Ecology & e-Ecosystems
MachineUtilization Tangibles PredictionStructureConverge
ComplianceDiminishing
EcosystemCreation
IntangiblesAnticipation
Edge of ChaosDiverge
Self-ControlIncreasing
‘Old’ Biz e-Biz
MetaphorKnowledge
AssetsStrategyDesign
Role of ITManagement
Returns
e-Biz (R)evolution
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Non-Routine
Leveraging Smart Technologies* and Smart Minds**
Routine, structured info processing for stable environments*Non-routine, unstructured sense making for dynamic environments**
FromRoutine to Non-Routine
FromHi Structure to
Lo Structure
StableEnvironment
Hi Structure
Lo Structure
‘White Waters’
Routine
FromStable to
‘White Waters’
New & Improved KM
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From Reengineering to “Re-Everything”
Dynamic Business Environment
“Re-Everything”
New & Improved e-Biz
Harvest the Given Business Logic
Rethink the Given Business Logic
Automation
Rationalization
Reengineering
Stable Business Environment
Innovative CVPs
Innovative BVPs
Adapt the Programmed Logicto Deliver the VPs
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CREATIVE ABRASION
& CREATIVE CONFLICT
INTEGRATION OF DATA,
ACTIVITIES & PROCESSES
DESIGN FOR AGILITY, FLEXIBILITY AND ADAPTABILITY
SENSE-MAKING MODEL
INFO-PROCESSING MODEL
KNOWLEDGE MANAGEMENTfor e-BUSINESS MODEL INNOVATION
B2C, B2B, B2E, P2P… and Beyond
KNOWLEDGE HARVESTING & EXPLOITATION
KNOWLEDGE CREATION &
RENEWAL
TIGHT SYSTEMSOptimization and
Efficiencies
LOOSE SYSTEMSAgility, Flexibility, and Adaptability
Engineering Design ‘Machine’ Focus
Emergence‘e-Agility’ Focus
ERP, EAI, EEAI, CRM, SCM,
Workflows, BPR, Intelligent Agents,
Best Practices
Communities of Practice, Customers, Suppliers,Partners
In ControlOut of
Control
RADICAL DISCONTINUOUS CHANGE
Managing Knowledge for e-Enterprise Performance
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Hindsight + Insight = Foresight
• Why audit K? • What should you do it for? When?• Strategy, architecture, system development,
R&D, People, D / I, Value, SWOT• Knowing the direction in which KM
strategy and investments should be done
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Measuring K Growth
• Coffee Based Reasoning and other Tables • See the individual forms and discuss
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K Audit (Continued)
• Planning a K audit• Conducting the K audit• Defining Goals – specific, measurable,
predictive, AND how to achieve them• Defining Ideal State (Form)• Audit Method
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Non-Routine
Increasing ReturnsDimensions of KM Performance
FromRoutine to Non-Routine
FromHi Structure
to Lo Structure From
Stable to ‘White Waters’(Speed, Range)
KM for Whitewaters
Stable
Hi Structure
Lo Structure
‘White Waters’
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Virtual process
Virtual channel
Vir
tual
pro
duct Increasing Returns
Dimensions of e-Business Performance
FromBricks to Clicks
FromAtoms to Bits
‘Gray Matter’to e-Matter
FromBPR to e-Agility
e-Business Performance