session 11 knowledge management

knowledge management

Thursday, November 11, 2010

1.0


problem of knowledge


1.1


a search for the perfect fry


Burger King’s problem


crisp and hot for 15 minutes after the pick-up


Jan. 1998


$40 million


new coat


19 pages of manual


seven audible crunch test


by 1999


pounds of fries shipped had fallen nearly 14%


what went wrong?


1.2


Nokia and Ericsson


founded in 1865 and 1876


employees:60,000 vs 100,000


total sales in 2001$27.7B vs. $28.5B


# of saunas in HQ6 vs. 2


# 1 in the market


divest from the market Jan. 26, 2001


March 17, 2000


lighting


Philips semiconductor plant


New Mexico


March 20


Nokia chief component manager notified


March 31


30 engineers


China, Finland and the US


in 2 weeks


new chip was designed on the fly


in Stockholm


March 17


fire


March 20


an officer was notified


early April


head of consumer product was notified


potential implication of the fire


no follow-up action was taken


lost $400 million potential sales


lost $1.68 billion in mobile phone business


January 26, 2001


divested from mobile phone manufacturing


Nokia


“we let the bad news travel farther and faster”


collaborative and empowered team


Ericsson


linear and sequential communication


what type of organization do you want to build?


1.3


the problem of knowledge


situated


contextualized


experiential


tacit knowledge


distributed


contested


multiple meaning


invested


1.4


challenges in knowledge management


know-what


know-how


know-why


care-why


knowing who knows what


having smart people is not enough


© copyright 2006, youngjin yoo

Codified

Tacit

Centralized Distributed

What we need to know

Organizing Framework


© copyright 2006, youngjin yoo

Codified

Tacit

Centralized Distributed

Focus of past KM activities What we need to

know

Organizing Framework


1.5


a brief history of knowledge management


driver analogy


New York cab driver


new drivers


some smart drivers


some dumb drivers


dumb organization


KM v.1.0


repository of cab drivers’ best practices


KM v.1.5


communities of cab drivers


smart drivers


dumb organization


KM v.2.0


airport limousine service in Seoul


guaranteed service in 50 minutes


usually 50 minutes to 3 hours


unpredictable traffic pattern


no central dispatch office


peer-to-peer radio


voluntary information sharing


anything relevant


total empowerment


trust and reputation


smart drivers


smart organization


2.1


why don’t people share knowledge?


1. lack of motivation


let’s throw in money


lots of garbage


2. it’s community problem


Xerox experience


NASA


the basement of building 51


let’s build communities


identitylanguageculture


3. they don’t know how to share knowledge


cognitive problem


distributed knowledge


2.2


the role of technology in knowledge sharing


repository


communication


automation(embedding)


session 11 knowledge management

Education

cab drivers

organizing

youngjin yoo

smart drivers

knowledge

centralized

dumb organization

problem