manfred bornemann: wissensmanagement 2013 knowledge management division: management module: special...
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Manfred Bornemann: Wissensmanagement 2013
KNOWLEDGE MANAGEMENTDivision: Management
Module: Special Forms of Management
Manfred Bornemann: Wissensmanagement 2013
The students are introduced to knowledge as a key resource for organizations with properties significantly different to "classical resources" such as capital or labor. They identify the main drivers of Intellectual Capital and get an idea about strengths and weaknesses of Intellectual Capital in their organizations. Participants learn about the prioritization and systematic development of Intellectual Capital, they are introduced to selected methods and instruments and apply them on business situations.
Classification and strategic evaluation of knowledge and Intellectual Capital
Methods and instruments for knowledge management
Prioritization and implementation of knowledge management
Knowledge Management
Manfred Bornemann: Wissensmanagement 2013
At the end of this course youshould be able to…
… discuss the differences between intangible and tangible resources
… apply ideas of knowledge management strategies
… and selected methods to manage knowledge (instruments)
… differentiate strategic relevant drivers of Intellectual Capital
… apply a toolbox to document, assess and manage Intellectual Capital
Manfred Bornemann: Wissensmanagement 2013
Assessment methods and criteria
First attempt: learning checks at the end of each of the four learning units. Knowledge management is included in the final grade with 50% weight.
Second attempt: Oral examination over the entire syllabus. Knowledge management is included in the final grade with 50% weight.
Manfred Bornemann: Wissensmanagement 2013
Understandthe impactof knowledge
drivingchange
Time table / content structure
Part 2Part 1 Part 4
Measuring IC (quick check)
The Future of Management
Overview to references and players in KM
Summary of KM methods Exercise: present the
essentials of one KM instrument
Interpretation of QQS portfolio
Impact of Intellectual Capital? Causes and effects
Modeling the impact of change measures (case study)
Implementation of Knowledge Management
Summary
Basic ConceptsOf KnowledgeManagement
Management 2.0
KM methods inorganizations
Sam
TestPart 3
Analyses of Intellectual Capital
Introduction to Intellectual Capital Reporting
Application - first steps with the IC-toolbox
Individual exercise: definition of assessment questions
Intellectual Capital Statements as strategic KMInstrument
Introduction Attributes of
knowledge Model for KM Strategies for KM
break
Manfred Bornemann: Wissensmanagement 2013
Objective of this lecture
• Students develop some ideas about the concepts of “Knowledge", “Intangible Assets", and “Intellectual Capital“.
• Students understand essential terminology and concepts of knowledge management and are able to relate them to other management fundamentals.
• We learn to apply the instrument of Intellectual Capital Reporting (toolbox) and use it to better understand some of challenges of knowledge management.
• A conceptual basic model provides the framework for our discussions. Additional references and some case studies support group interaction and reflection.
Manfred Bornemann: Wissensmanagement 2013
Grading
• individual tests– comprehension of KM
methods /– video comprehension
Reflection / Summary Hamel (participation)
– IC test (participation)– multiple choice test
(participation)
• teamwork– presentation of one
method of knowledge management (participation)
– presentation of an Intellectual Capital Statement as a case study (participation)
Manfred Bornemann: Wissensmanagement 2013
Dr. Manfred Bornemann
• Intangible Assets Consulting GmbH since 1996
• Implementation of IC reports in the German speaking Market
• Teaching assignments at several (applied) universities
• Member in the board of editors– International Journal for
Intellectual Capital Management– Knowledge Management
Research & Practice– The Learning Organization
Manfred Bornemann: Wissensmanagement 2013
The Story of Light
• To produce light for one candle for one hour, prehistoric man had to invest about an hour to collect wood or create torches and ignite them.
• That was a considerable effort and thus limited activity to the natural rhythm of day and night. Several steps of innovation from candles to oil lamps, using various wicks, allowed for the improvement of efficiency by not only providing more and better-quality light (in terms of candles), but also less labor and less unpleasant side effects (smoke, grime, risk of injury because of fire, etc.).
• According to Nordhaus (1998) one hour of labor today produces 350,000 times more light than a Babylonian man could consume with the same effort.
• Today, we create so much light at such a low cost that now the opposite of scarcity is the problem: light pollution in urban and densely populated areas with its negative effects on our well-being. Thanks to human creativity and effort, an awkward problem that consumed relevant resources was resolved. Yes, it took a very long time, because rates of innovation were extremely low for most of the period.
• But innovation rates accelerated tremendously from 0.003% per year from the Stone Age to the Middle Ages to 1% until roughly a century ago and 3% since then.
Source: http://cowles.econ.yale.edu/P/cp/p09b/p0957.pdf
http://www.ajoma.de/html/dark_sky.html
Manfred Bornemann: Wissensmanagement 2013
What EXACTLY supports OUR performance?
enterprises asblack box
• What is knowledge?• What attributes has
knowledge?• What is the impact of
knowledge?
Manfred Bornemann: Wissensmanagement 2013
team work of employees
three star chef
outstanding recipes
first grade supplies
good relations tosuppliers and partners
Manfred Bornemann: Wissensmanagement 2013
What exactly supports our performance?
Manfred Bornemann: Wissensmanagement 2013
Hard questions ???
• If Intangibles are our competitive advantage … how exactly do they look like?
• What is the status quo of intangibles in our eco system?• What is the source of intangibles? How are they developed systematically?• What is the impact of intangibles? Where do they have effects (industry,
governmental, social, science)?• How could we commercialize intangibles in SME structures in the medium
technology level (not: high tech sectors)?• How does this work right now – and how could it work? What are limiting
and supporting drivers?• Which management instruments and management philosophies are
beneficial?• What are the implications for management from the perspective of politics
and other stakeholders in these systems?• How would a task force be organized to first clarify these questions, to
provide answers and then to communicate them?
Manfred Bornemann: Wissensmanagement 2013
Hard questions in SMEs
• Which knowledge assets are available (resource based approach) – and what could we do with them? (Alternative: what would we like to accomplish – and what would it take to do so?)
• How can we grasp Intangibles? (examples: what is the difference between Microsoft and Apple or Oracle and SAP or Sturm and Rapid; what is the difference between a job applicant from university/FH or Harvard or BFI?
• What are our Value Propositions?• How can we balance a group and achieve homogeneity? (==> concept of people /
idea of men)• What prerequisites need to be accomplished to prevent erosion of competitive
advantages but grow them? (==> corporate values / culture / visions)• How can we transfer Intangibles? How to protect Intangibles?• What are the essential business models to utilized Intangibles?
==> requirements:• differences in perception … (based upon prior knowledge)• articulation and communicating perceptions• definition of categories / taxonomies to support connectivity• pattern recognition – complexity – interdisciplinary approaches
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Knowledge in a narrow and wide sense
Manfred Bornemann: Wissensmanagement 2013
Knowledge as a Resource
MONEY / tangible assets
• Increasing scale effects
• Transparent financial markets
• Money can be spent only once (it is scarce)
Intangibles
• decreasing scale effects
• Seller and buyer do not have the same level of information by definition.
• Intangibles are not scarce
(but TIME to learn is)
Manfred Bornemann: Wissensmanagement 2013
Justification and legitimation
• We discuss knowledge management because Knowledge and Intellectual Capital have different attributes than tangible or financial assets.
• We can share knowledge – an sharing (partially) increases the value of knowledge. At the same time, we still keep our knowledge.
• Intangibles are easy to copy or to reproduce (software, music, pdf-documents).
• Parallel, we face severe barriers (prior knowledge) and lock-in-effects (language, operating systems) that prevent or delay change.
• When used effectively, knowledge supports scale effects (e.g. technology, medical knowledge, consulting). Alternatively, mistakes in handling knowledge lead to full loss of competitive advantages (e.g. solar technology).
Manfred Bornemann: Wissensmanagement 2013
Objectives of KM
Short term• Avoid errors? Identify new strategies? • Improvement of processes / products?
Long term• Better accomplishment of strategic objectives! • Improvement of productivity (input/output)!• Better understanding of our own core competencies
(who? why? what? how? how better?• Establishment of a Learning Organization
Manfred Bornemann: Wissensmanagement 2013
Management?!
Karl Weick
source: http://faculty.fuqua.duke.edu/~charlesw/s591/Bocconi-Duke/Papers/new_C11/Cartographic%20Myths%20in%20Organizations.pdf
Manfred Bornemann: Wissensmanagement 2013
Basic model of KM
Source: Praxishandbuch Wissensmanagement
Manfred Bornemann: Wissensmanagement 2013
Knowledge is embedded in processes
Source: Praxishandbuch Wissensmanagement
Manfred Bornemann: Wissensmanagement 2013
strategic knowledge management
symbols
data
information
knowledge
applying
act
competency
+ syntax
+ meaning
+ context (experiences, expectations)
+ focus of application
+ strategic intent
+ act “correct”
+ uniqueness
competitive advantage
operational knowledge management
Source: North, K. (1999): Wissensbasierte Unternehmensführung: Wertschöpfung durch Wissen. 2. Aufl., Wiesbaden: Gabler.
A staircase model of knowledge
Manfred Bornemann: Wissensmanagement 2013
What is knowledge ?
than we can tell“Polanyi 1966
„We know more …
explicit knowledge
implicit knowledge
Manfred Bornemann: Wissensmanagement 2013
Different types of knowledge
knowledge private collective
explicitstored stable over time
implicithard to share, depending on action and person
private documents and competencies
documented processes, organi-zational structures, data, other docs
individual experiences, intuition, ability to think in abstract terms
established shared practices, values, un-codified rituals and norms
Manfred Bornemann: Wissensmanagement 2013
The SEKI model
Source: I. Nonaka & H. Takeuchi, The Knowledge Creating Company: How Japanese Companies Createthe Dynamics of Innovation (Oxford: Oxford University Press, 1995).
Manfred Bornemann: Wissensmanagement 2013Source: Praxishandbuch Wissensmanagement
Feedback loop of strategic Knowledge Management
Manfred Bornemann: Wissensmanagement 2013
Which knowledge strategy to apply?
Re
lativ
e im
po
rtan
ce
for th
e b
us
ine
ss
Tables
Written Documents
Knowledge Bases Systems
Siemens, 1998
FactsFacts
Creative Abilities
Codification Personalization
Process- and System models applied systems
Hypertext
Deliver Facts - Systematize - Correlate - Analyze - Plan - Arrange - Design Concept
Difficulty of the task
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Best practice transfer with personalization and codification
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
pro and con for personalization and codification strategy
• Permanently available,• Useful for frequent reuse• Simple and fast
transferability
• Knowledge remains updated
• Complexity of knowledge transfer is flexible
• Potential for learning and innovation for each transfer
• Costly and difficult codification process
• Danger of outdated knowledge base
• Lacking context • Diverging mental models
make utilization difficult
• Sometimes hard to identify ideal expert
• Experts might not be available
• Inter-personal dislikes
codification
personalization
Manfred Bornemann: Wissensmanagement 2013
Examples form consulting
Source: Hansen / Nohira, HBS, 1999
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Knowledge activities based on Probst et al.
Manfred Bornemann: Wissensmanagement 2013
Bergeron, Bryan: Essentials of Knowledge Management, Wiley 2003
Knowledge activities by Bergeron
Manfred Bornemann: Wissensmanagement 2013
Understandthe impactof knowledge
drivingchange
Time table / content structure
Part 2Part 1 Part 4
Measuring IC (quick check)
The Future of Management
Overview to references and players in KM
Summary of KM methods Exercise: present the
essentials of one KM instrument
Interpretation of QQS portfolio
Impact of Intellectual Capital? Causes and effects
Modeling the impact of change measures (case study)
Implementation of Knowledge Management
Summary
Basic ConceptsOf KnowledgeManagement
Management 2.0
KM methods inorganizations
Sam
TestPart 3
Analyses of Intellectual Capital
Introduction to Intellectual Capital Reporting
Application - first steps with the IC-toolbox
Individual exercise: definition of assessment questions
Intellectual Capital Statements as strategic KMInstrument
Introduction Attributes of
knowledge Model for KM Strategies for KM
break
Manfred Bornemann: Wissensmanagement 2013
Flash IC assessment Die 3 Minuten Wissensbilanz - Fragebogen zum Intellektuellen Kapital
Faktor Bedeutung Ausprägung PotentialportfolioWie wichtig? Wie gut?
0-10 0-10
HK1 FachkompetenzHK2 Soziale KompetenzHK3 FührungskompetenzHK4 MitarbeitermotivationSK1 Interne Kooperation / WissenstransferSK2 Prozess- und VerfahrensinnovationSK3 ProduktinnovationSK4 FührungsinstrumenteSK5 IT & explizites WissenSK6 UnternehmenskulturBK1 KundenbeziehungenBK2 LieferantenbeziehungenBK3 Beziehungen zu KapitalgebernBK4 Bez. zu KooperationspartnernBK5 Bez. zur Öffentlichkeit
Bedeutung: Wie wichtig ist dieser Faktor Ihrer Meinung nach, um Ihre Unternehmensziele zu erreichen? 10 wäre sehr wichtig, null unwichtigAusprägung: Wie gut ist dieser Faktor Ihrer Meinung nach in Ihrer Firma ausgeprägt? 10 wäre sehr gut und ausreichend um Ihre Ziele zu erreichen.
handeln
analyisieren
stabilisieren
Ausprägung
Bed
eutu
ng
Kein Handlungsbedarf
www.wissensbilanz-schnelltest.de
Manfred Bornemann: Wissensmanagement 2013
Useful material for KM
• Prowis is a collection of knowledge management instruments with several examples provided by the German BMWIhttp://www.prowis.net/prowis/sites/default/files/pdf/Literatur/Leitfaden/prowis_leitfaden_fraunhofer_web.pdf
• EU-guideline for knowledge management ftp://cenftp1.cenorm.be/PUBLIC/CWAs/e-Europe/KM/German-text-KM-CWAguide.pdf
• GfWM - Landkarte zu Wissensmanagementhttp://gfwm-online.de/files/GfWM-Wissenslandkarte.pdf
• Studie zum Wissensmanagement (Pawlowsky et al)http://www.bmwi.de/BMWi/Redaktion/PDF/S-T/studie-wissenmanagen,property=pdf,bereich=bmwi2012,sprache=de,rwb=true.pdf
• D-A-CH Glossar Wissensmanagementhttp://wm-wiki.wikispaces.com/file/view/D-A-CH_Wissensmanagement_Glossar_v1-1.pdf
Manfred Bornemann: Wissensmanagement 2013
Associations active in KM
• Plattform Wissensmanagementwww.pwm.at
• Wissensmanagement Forumwww.wm-forum.org
• Gesellschaft für Wissensmanagementwww.gfwm.de
Manfred Bornemann: Wissensmanagement 2013
Understandthe impactof knowledge
drivingchange
time table / content structure
Part 2Part 1 Part 4
Measuring IC (quick check)
The Future of Management
Overview to references and players in KM
Summary of KM methods Exercise: present the
essentials of one KM instrument
Interpretation of QQS portfolio
Impact of Intellectual Capital? Causes and effects
Modeling the impact of change measures (case study)
Implementation of Knowledge Management
Summary
Basic ConceptsOf KnowledgeManagement
Management 2.0
KM methods inorganizations
Sam
TestPart 3
Analyses of Intellectual Capital
Introduction to Intellectual Capital Reporting
Application - first steps with the IC-toolbox
Individual exercise: definition of assessment questions
Intellectual Capital Statements as strategic KMInstrument
Introduction Attributes of
knowledge Model for KM Strategies for KM
break
Manfred Bornemann: Wissensmanagement 2013
some more quotes
• In the old economy, the challenge for management was to make product. Now the challenge for management is to make sense. (John S. Brown)
• Treat people as if they were what they ought to be and you help them become what they are capable of becoming. (W. Goethe)
• Before you become too entranced with gorgeous gadgets and mesmerizing video displays, let me remind you that information is not knowledge, knowledge is not wisdom, and wisdom is not foresight. Each grows out of the other, and we need them all. (Arthur C. Clark)
Manfred Bornemann: Wissensmanagement 2013
exercise
• Please extract the main ideas of the following video link.
• After watching the video, you have 5 minutes for a brief summary and personal comment.
Manfred Bornemann: Wissensmanagement 2013
https://www.youtube.com/watch?v=K3-_IY66tpI
Manfred Bornemann: Wissensmanagement 2013
Reflection Hamel
• What are the main points of Hamel?
Manfred Bornemann: Wissensmanagement 2013
Routine processes and knowledge intensive processes
Bergeron, Bryan: Essentials of Knowledge Management, Wiley 2003
Manfred Bornemann: Wissensmanagement 2013
Bridging the knowledge gap
Bergeron, Bryan: Essentials of Knowledge Management, Wiley 2003
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Examples of KM instruments
Manfred Bornemann: Wissensmanagement 2013
Streuung Ausprägung
0
1
2
3
4
5
6
7
8
9
10
Fachk
ompe
tenz
Sozial
e Kom
pete
nz
Führu
ngsk
ompe
tenz
Mita
rbeit
erm
otiva
tion
Inte
rne
Koope
ratio
n un
d W
issen
stran
sfer
Proze
ss- u
nd V
erfa
hren
sinno
vatio
n
Produ
ktinn
ovat
ion
Führu
ngsin
strum
ente
Info
rmat
ionste
chnik
& e
xpliz
ites W
issen
Kunde
nbez
iehun
gen
Liefe
rant
enbe
ziehu
ngen
Bezieh
unge
n zu
Kap
italge
bern
Bezieh
unge
n zu
r Koo
pera
tions
partn
ern
Bezieh
unge
n zu
r Öffe
ntlic
hkeit
0
1
2
3
4
5
6
7
8
9
10Humankapital Strukturkapital Beziehungskapital
• What exactly is the meaning of these drivers?• What exactly is the reference or scale?• Why is the deviation of scoring in our team so substantial?
example of the status quo of Intellectual Capital in an SME
Maximum
Minimum
Average
Manfred Bornemann: Wissensmanagement 2013
Primary field of intervention in Knowledge Management
internal COMMUNICATION and knowledge transfer
Manfred Bornemann: Wissensmanagement 2013
7 8
3 4
local global context
Typ
e of
kno
wle
dge
expl
icit
taci
t
Routin
eno
n-ro
utine
type o
f tas
k
Challenges for knowledge transfer
5 6
1 2
Bornemann, based on: Nancy Dixon: Common Knowledge, HBSP, 2000
Manfred Bornemann: Wissensmanagement 2013
Methods
1. Chat Forum; blackboards, checklist2. Intranet, manuals3. local Project archive, 4. global Project archive incl. maintenance5. Mentoring, personal coaching, team meeting - usually
no top down implementation possible; awareness creation
6. corporate meetings, lessons learned workshops, C.U., Yellow pages, staff rotation, ???
7. little intervention! Allow for time budget (subsidiary)8. story telling, personnel rotation
Manfred Bornemann: Wissensmanagement 2013
Which measures are supported? Where is demand for more?
Art
des
Wis
sens
expl
izit
taci
t
Routin
e
Nichtro
utin
e
Art de
r Aufg
abe
7 8
3 4
local global
Kontext
5 6
1 2
explicit methods1) existing, room for improvement
2) quite well implemented
3) only partially available
4) Not available – implementation is currently not yet discussed
implicit methods5) yes – still room for improvement
6) Not yet, but already planned as learning platform
7) yes
8) Not really, partially covered from Robert
methods:1Chat Forum; blackboards, checklist
2 Intranet, manuals
3 local Project archive,
4 global Project archive incl. maintenance
5 Mentoring, personal coaching, team meeting - usually no top down implementation possible; awareness creation
6 corporate meetings, lessons learned workshops, C.U., Yellow pages, staff rotation, ???
7 little intervention! Allow for time budget (subsidiary)
8 story telling, personnel rotation Caution: case - dependent!!!
Manfred Bornemann: Wissensmanagement 2013
Some more methods of Knowledge Management
Wissensmanagement im 21. Jahrhundert
Quelle: Deutsche Gesellschaft für Personalführung e.V. 2002.
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Methods for “Business Process oriented KM”
Manfred Bornemann: Wissensmanagement 2013Praxishandbuch Wissensmanagement
Tools for “Business Process oriented KM”
Manfred Bornemann: Wissensmanagement 2013
Group exercise
• Please use all available source to learn about these methods and instruments for KM.– Prowis Shop– EU-guideline for KM– Glossary of GfWM– Wikipedia – „knowledge management“
• Which of them are of most interest for you? Please select one and provide a short presentation – use the template in the next slide– objective/ focus of application– implementation– cost / benefits
Manfred Bornemann: Wissensmanagement 2013
Method:
• objective/ focus of application
• implementation
• cost / benefits
names of team members
Manfred Bornemann: Wissensmanagement 2013
Reflection of methods
Which method is most reasonable for US???
Manfred Bornemann: Wissensmanagement 2013
Diagnosis and codification
Source: Internet 2003 – Links dead
Manfred Bornemann: Wissensmanagement 2013
Understandthe impactof knowledge
drivingchange
Time table / content structure
Part 2Part 1 Part 4
Measuring IC (quick check)
The Future of Management
Overview to references and players in KM
Summary of KM methods Exercise: present the
essentials of one KM instrument
Interpretation of QQS portfolio
Impact of Intellectual Capital? Causes and effects
Modeling the impact of change measures (case study)
Implementation of Knowledge Management
Summary
Basic ConceptsOf KnowledgeManagement
Management 2.0
KM methods inorganizations
Sam
TestPart 3
Analyses of Intellectual Capital
Introduction to Intellectual Capital Reporting
Application - first steps with the IC-toolbox
Individual exercise: definition of assessment questions
Intellectual Capital Statements as strategic KMInstrument
Introduction Attributes of
knowledge Model for KM Strategies for KM
break
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Methods to assess Knowledge and Intangible Assets
Manfred Bornemann: Wissensmanagement 2013
Measuring knowledge with
„Wissensbilanz – made in Germany“
please install this toolbox http://www.akwissensbilanz.org/Toolbox/WB-TB2.zip
Manfred Bornemann: Wissensmanagement 2013
What is an Intellectual Capital Statement ?
An Intellectual Capital Statement is an instrument to document and report the development of Intellectual Capital of an organization.
It relates corporate objectives, business processes and Intellectual Capital with business performance of an organization and takes advantage of indicators.Quelle:
Leitfaden Wissensbilanz – Made in Germany.Bundesministerium für Wirtschaft und Arbeit in Zusammenarbeit mit dem Arbeitskreis Wissensbilanz. www.akwissensbilanz.org
D
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Focus of an Intellectual Capital Statement
Manfred Bornemann: Wissensmanagement 2013
Business Environment(opportunities & risks)
Organization
Model for Intellectual Capital Statements by AKWB
Business ProcessesBusiness Processesactionsbusiness strategyknowledge-
vision andobjectives
businessperformance
Financial &.tangibleCapital
initial-situation
Knowledge processes
HumanCapital
StructuralCapital
RelationalCapital
Intellectual Capital
externalimpact
Source: www.akwissensbilanz.org
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Differentiation of Intellectual Capital
Manfred Bornemann: Wissensmanagement 2013
typical drivers of IC
Human Capital• Employee qualifications• Management competencies• Social Skills • Engagement of employees
Structural Capital• Corporate culture• Communication • Organization• Innovation
Relational Capital• Customer relations • Stakeholder relations• Supplier relations
ImageWachstum
MA-Zufriedenheit
Flexibilität/Prozessorganisation
Innovation
MA-Qualifizierung
Nutzen von Erfahrungen
Erfüllungsgrad Kundenanforderungen: PREIS LIEFERZEIT Technische
Ausführung
Kundenzufriedenheit
Vertraute Kommunikation
Prozessleistung
Gute Geschäftsbeziehungen
Prozessqualität
Fertigungsprozess
Unternehmenskultur
Engineeringprozess (auch Vertrieb)
Gewinn/Umsatz
0%
20%
40%
60%
80%
100%
120%
0% 20% 40% 60% 80% 100% 120%
Qualität
Qu
anti
tät
Systematik
Optimaler Bereich
strengths and weaknesses
1,9
2004(Stand: 31.8.)
Bewertung Ziel
Mitarbeiter motivieren undFührungskompetenz aufbauen
MA-Fluktuation(= Zugänge + Abgänge/durchschnittl. Anzahl MA)
4Auszubildende
Mitarbeiterweiterbildung
3,3Weiterbildungstage proMitarbeiter
21Akademiker
8Fachkräfte
4Ungelernte Arbeitskräfte(Studium ohne Abschluss)
...
Mitarbeiterausbildung
52,1Anzahl der MA gesamt
20032002Humankapital
62,3 53
21
8
4
3
2,6
27,3% 31,4% 25,7%
4
1,9
2004(Stand: 31.8.)
Bewertung Ziel
Mitarbeiter motivieren undFührungskompetenz aufbauen
MA-Fluktuation(= Zugänge + Abgänge/durchschnittl. Anzahl MA)
4Auszubildende
Mitarbeiterweiterbildung
3,3Weiterbildungstage proMitarbeiter
21Akademiker
8Fachkräfte
4Ungelernte Arbeitskräfte(Studium ohne Abschluss)
...
Mitarbeiterausbildung
52,1Anzahl der MA gesamt
20032002Humankapital
1,9
2004(Stand: 31.8.)
Bewertung Ziel
Mitarbeiter motivieren undFührungskompetenz aufbauen
MA-Fluktuation(= Zugänge + Abgänge/durchschnittl. Anzahl MA)
4Auszubildende
Mitarbeiterweiterbildung
3,3Weiterbildungstage proMitarbeiter
21Akademiker
8Fachkräfte
4Ungelernte Arbeitskräfte(Studium ohne Abschluss)
...
Mitarbeiterausbildung
52,1Anzahl der MA gesamt
20032002Humankapital
62,3 53
21
8
4
3
2,6
27,3% 31,4% 25,7%
4
Indicators
Interdependencies and prioritizaition
0,25J - 1J
1J - 2J
0,25J - 1J
1J - 2J
0,25J - 1J
0,25J - 1J
1J - 2J
>2J
1. Leistungs-prozesse
8. Kooperation/ Kommunika-tion/Wissens-
transfer
10. Produkt-
innovation entwickeln
12. Beziehungs-
manage-ment zu Kunden
27. Finanzieller
Erfolg
28. Image/Marke
5. MA-Motivation/Führungs-kompetenz
Starke Wirkung
Sehr starke Wirkung
Regelkreis
J = Jahr
source: www.akwissensbilanz.org
Manfred Bornemann: Wissensmanagement 2013
Project plan to implement an Intellectual Capital Statement
Vorbereitung(Projektstart)
Workshop 1Einflussfaktoren,QQS-Bewertung
Erfolgsfaktoren und Indikatoren erheben
Workshop 2WirkungsanalyseInterpretationMaßnahmen
Pro
jekt
tea
m
Ge
sch
äft
s-fü
hru
ng
Inte
rne
A
rbe
iten
Nachbereitung undDiagnose
Wissensbilanzzusammenstellen
Laufzeit 3-6 Wochen
Workshop 3Wissensbilanzfinalisieren (intern)
Source: www.akwissensbilanz.org
Manfred Bornemann: Wissensmanagement 2013
•Geschäftsprozesse•Geschäftserfolg
› Gewinn› Image/Marke
•Humankapital› Fachkompetenz› Management- und
Sozialkompetenz› Mitarbeitermotivati
on •Strukturkapital
› Unternehmenskultur
› Kommunikation und Organisation
› Innovationen•Beziehungskapital
› Beziehungen zu Kunden
› Beziehungen zu Kooperationspartnern
› Beziehungen zu Stakeholdern
Beschreibung von Strategie, Vision, Geschäftsprozessen und -umfeld sowie Definition von Geschäfts-erfolgen
Festlegung der Einflussfaktoren des intellektuellen Kapitals
Bewertung der Einflussfaktoren nach Qualität, Quantität und Systematik
Ermittlung der Einflussfaktoren mit der größten Hebelwirkung
Priorisierung der Einflussfaktoren gemäß ihrem Verbesserungs-potenzial und ihrer Hebelwirkung
Definition geeigneter Maßnahmen zur Optimierung der priorisierten Einflussfaktoren
Erstellung eines Abschluss-berichtes
Maßnahmen WissensbilanzAuswertungGeschäftsmodell WirkungBewertungIntellekt. Kapital
1
2
1
2
1
2
1
3
2
source: www.akwissensbilanz.org
Manfred Bornemann: Wissensmanagement 2013
group exercise
• Please install the Wissensbilanz Toolbox http://www.akwissensbilanz.org/Toolbox/WB-TB2.zip
• Please start with the „demo project“ and ad three drivers of Intellectual Capitals including definitions that seem important for your case.
• Formulate adequate questions for the QQS-Dimensions for these three new drivers
• Assess these drivers according to strategic priorities and document the reasoning in the text box
• Optionally, adopt other drivers to your case in terms of quantitative measures
Manfred Bornemann: Wissensmanagement 2013
Understandthe impactof knowledge
drivingchange
Time table / content structure
Part 2Part 1 Part 4
Measuring IC (quick check)
The Future of Management
Overview to references and players in KM
Summary of KM methods Exercise: present the
essentials of one KM instrument
Interpretation of QQS portfolio
Impact of Intellectual Capital? Causes and effects
Modeling the impact of change measures (case study)
Implementation of Knowledge Management
Summary
Basic ConceptsOf KnowledgeManagement
Management 2.0
KM methods inorganizations
TestPart 3
Analyses of Intellectual Capital
Introduction to Intellectual Capital Reporting
Application - first steps with the IC-toolbox
Individual exercise: definition of assessment questions
Intellectual Capital Statements as strategic KMInstrument
Introduction Attributes of
knowledge Model for KM Strategies for KM
break
Manfred Bornemann: Wissensmanagement 2013
Focus of intervention
What are the consequences of measures for improvement?
Source: www.akwissensbilanz.org
Prioritization
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Example of system dynamics of IC
Manfred Bornemann: Wissensmanagement 2013
What EXACTLY supports OUR performance?
enterprises asblack box
• What is knowledge?• What attributes has
knowledge?• What is the impact of
knowledge?
Manfred Bornemann: Wissensmanagement 2013
0,25J - 1J
1J -2J
0,25J -1J
1J -2J
0,25J - 1J
0,25J - 1J
1J -2J
>2J
1. Core -process
8. Cooperation/ Communika-tion/ -
10. Product-
innovation
12. Customer -
Relations-
27. Financial
Result
28. Image/
5. employee-Engagement/
-
Making complexity visible
Manfred Bornemann: Wissensmanagement 2013
0,25J -1J 1J -2J
0,25J -1J
1J -2J
0,25J -1J
0,25J -1J
1J -2J
>2J
1. Leistungs-prozesse
8. Kooperation/ Kommunika-tion/Wissens-transfer
10. Produkt-innovation entwickeln 12. Beziehungs-manage-ment zu Kunden
27. Finanzieller Erfolg
28. Image/Marke
5. MA-Motivation/Führungs-kompetenz
Is our „business model“ supporting our objectives … ?!
Do we actually have a shared understanding of our business model?
What is it?
Manfred Bornemann: Wissensmanagement 2013
group exercise 2
• What is the interaction between Intellectual Capital and business processes?
• What is the impact of KM Methods in this system?
• What are likely consequences of the intervention (future outlook / forecast)?
• Please upload your WBP file to moodle. Include the names of all people involved in the file name.
Manfred Bornemann: Wissensmanagement 2013
Driver and measure
Visualization of interdependencies:
Definition of status quo und Context / interpretation of the generator / future outlook
Manfred Bornemann: Wissensmanagement 2013
Discussion of the impact of IC
Manfred Bornemann: Wissensmanagement 2013
What exactly are the benefits of an Intellectual Capital Statement ?
We understand the value creation process better and can optimize it for the future – together.
• Improved transparency about the most important drivers of Intellectual Capital.
• Shared mental models, about the contribution of each driver to the strategic priorities.
• Clarity about areas of intervention and measures to develop the organization.
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Scheme for implementing KM
Manfred Bornemann: Wissensmanagement 2013
Praxishandbuch Wissensmanagement
Example for the life cycle of KM
Manfred Bornemann: Wissensmanagement 2013
Summary
Manfred Bornemann: Wissensmanagement 2013
Potential benefits of KM
quantitative
• cost saving• greater customer acquisition rate• improved bottom line• improved profit margin• increased corporate valuation• increased customer loyalty behavior• increased customer retention• increased market share• increased repeat purchases• increased stock valuation• reduces cost of sales
qualitative
• better management of ideas• decreased likelihood of employee
defection• greater customer loyalty• increased collaboration with customers• increased customer satisfaction• increased innovation • increased knowledge worker
empowerment• increased knowledge worker productivity• increased knowledge worker satisfaction• increased market leadership• increased organizational stability• increased understanding of customer
needs• positive cultural change
Manfred Bornemann: Wissensmanagement 2013
KM and cost-benefit?
Level of organizational development
Relation cost/benefit
accounting
high
low
process management
quality management
information management
knowledge managementonly after securing a minimum proficiency, the next challenge shall be targeted.
Knowledge management depends on other management functions and their structures.
low high
corporate culture
human res. management
Bornemann, 2002
Manfred Bornemann: Wissensmanagement 2013
Summary (1)
• KM is complex and expensive and attractive only for mature organizations.
but:
• “thriving organizations" without KM will lose their competitive advantages quite soon.
Manfred Bornemann: Wissensmanagement 2013
Summary (2)
• KM is “simple" – if you know the concepts (e.g. St. Gallener Modell / WMF / GfWM / ...)
• KM depends on strategy and objectives • KM will change ALL processes• KM is not enforceable (HC =/= financial capital)• KM builds on the idea of man and influences recruiting• KM depends on corporate culture (Collaboration /
Participation / division and integration of labor / ... )• KM must be supported top down
There is no standard remedy for KM available. New technologies shift the edge and lower barriers of entry.
Manfred Bornemann: Wissensmanagement 2013
Summary (3)
• because of rising complexity• because of exponential differentiation of products and services • because of increasing customization and fractioning of markets
differences are marginal but have substantial implications on productivity and performance of an organization .
In the future, the integration of Intellectual Capital and processes in organizations will depend on contextual understanding, which will be harder to acquirer (Pisa), while factual knowledge most likely will be available easy and cheap.
This might lead to paradox developments: • knowledgeable and (formally) educated integrators will be paid
handsomely, • dedicated specialists will attract nice checks too,• and all others might – because of lacking differentiation – fall behind.
Manfred Bornemann: Wissensmanagement 2013
“Wer nur kann, was alle schon können... und nur weiß, was alle
schon wissen, kann auch nur tun, was bereits alle tun können.
Wettbewerbserfolg, setzt immer den Willen, die Kraft und die
Fähigkeit voraus, anderen mit eigenständigen
Wissensfortschritten und Problemlösungen
voranzugehen”
Prof. Hubert Markl, Präsidentder Max-Planck-Gesellschaft
“Knowledge Management is expensive – but so is stupidity!”
Thomas Davenport
“The saddest aspect of life right now is that science gathers knowledge
faster than society gathers wisdom.” Issac Asimov
“Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge
and information technology with information.”Peter F. Drucker
Manfred Bornemann: Wissensmanagement 2013
Multiple Choice Test
• This test is essential for the individual grading • All answers are available on these slides• More than one answer is allowed.• No supporting material / technologies are
accepted.
• Additionally, please refer to the standards of Campus02
All the best
Manfred Bornemann: Wissensmanagement 2013
Literature and recommended reading with general focus
• WMF: guideline for knowledge management• Al Ali: Comprehensive Intellectual Capital Management,
2003• Wiig: People focused knowledge management, 2004• Dierkes et al: Handbook of Organizational Learning and
Knowledge, 2003• Easterby-Smith: Handbook of Organizational Learning
and Knowledge Management, 2011• Al-Laham: Wissensmanagement, 2003• Harvard Business Review on Knowledge Management
1998