Managing Organizational Knowledge Programme On Managerial Effectiveness July 2014 Nirmala Apsingikar...

Managing Organizational Knowledge

Programme On Managerial Effectiveness

July 2014

Nirmala Apsingikar

04/11/23

NIRMALA/ASCI 1

Managing Organizational Knowledge AGENDA

• KM context: KM drivers; perspectives; value propositions

• Knowledge and Knowledge processes – revisit

• KM implementation - Examples• Knowledge Management Frameworks• Harnessing tacit knowledge• KM technologies• Implementation

04/11/23

NIRMALA/ASCI 2

04/11/23 Nirmala/ASCI 3

KNOWLEDGE MANAGEMENT CONTEXT

• Rising Rate of Innovation -> Knowledge must evolve and be assimilated faster

• Leaner, Organizations, employee attrition -> informal knowledge needs to be formalized

• Reconstitution of teams->Loss of project learning

• Increasing volumes of data->awareness of of need to manage information flows

• Concept of learning organizations

04/11/23 Nirmala/ASCI 4

KNOWLEDGE MANAGEMENT

Innovation PerspectiveInnovations are created primarily by investment in intangibles. When such investments are commercially successful, and are protected by patents or first-mover advantages, they are transformed into tangible assets creating corporate value and growth

-Baruch Lev, Intellectual Capital guru in Intangibles (2001)

Trends Influencing KM

• Commoditization of IT• Hyperconnectivity• Social Media in the workplace• Analytics

04/11/23

NIRMALA/ASCI 5

MAKE Knowledge Performance Framework

• creating an enterprise knowledge-driven culture.

• developing knowledge workers through senior management leadership.

• creating an environment for collaborative enterprise knowledge sharing.

• creating a learning organization. ..2..

04/11/23

NIRMALA/ASCI 7

• developing and delivering knowledge-

based products/services/solutions.• maximizing enterprise intellectual

capital.• delivering value based on stakeholder

knowledge.• Transforming enterprise knowledge

into stakeholder/shareholder value.

04/11/23

NIRMALA/ASCI 8

MAKE Knowledge Performance Framework

Intellectual Capital And Knowledge Management

04/11/23

NIRMALA/ASCI 9

Human Capital Management

Structural Capital Mgt.

External Capital Mgt.

Employee brainpowerKnowledge

SkillsExperience

External Relationships

NetworksBrand equity

Image

KnowledgeManagement

DatabasesSystemsBusiness ProcessesIntellectual Property

KNOWLEDGE MANAGEMENT VALUE PROPOSITIONS

Avoidance of costly mistakesFaster problem solvingFaster product development timesImproved customer serviceIncreased productivity in operationsEnhancing Innovation

04/11/23

NIRMALA/ASCI 10

Trends Influencing KM

• Commoditization of IT• Hyperconnectivity• Social Media in the workplace• Analytics

04/11/23

NIRMALA/ASCI 11

KNOWLEDGE MANAGEMENT - A FEW PERSPECTIVES

A discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing enterprise information assets - (Gartner Group)

Connecting People to the best practices, knowledge and expertise they need to create value for the organization

(- American Productivity and Quality Center)

04/11/23

NIRMALA/ASCI 12

KNOW

LEDGE

CONCEPTS-

REVISIT

ED

04/11/23

NIRMALA/ASCI 14

Ideas

Insights

Individual and groupLearning

Knowledge Flow

KnowledgeCreation

External Environment

KnowledgeAbsorption

KnowledgeBase

CodificationValidation

EmbeddedKnowledge• Products• Processes etc.

Rapid Conversion

TacitKnowledge

ExplicitKnowledge

Internal Environment

KNOWLEDGE CYCLES

04/11/23

NIRMALA/ASCI 15

KnowledgeRepository

Collect

Identify

Classify

Organize/Store

Share/Disseminate Access

and Adapt

Use/Exploit

Meta data

Create

KM MODELS

04/11/23

NIRMALA/ASCI 16

SocializationExternalization

InternalizationCombination

Tacit

Explicit

From

Tacit

Explicit

To

Source: Nonaka & Takeuchi

Engaging with KnowledgeProviding Appropriate KM Platforms

04/11/23 NIRMALA/ASCI 17

Engaging with Knowledge Providing appropriate KM Platforms

• Seeking and Providing Authoritative Knowledge

• Exchanging Knowledge Resources• Sharing and learning from Others’

Experience• Collaborating• Understanding ambiguous knowledge• Creating new knowledge

04/11/23 NIRMALA/ASCI 18

Engaging with Knowledge Providing appropriate KM Platforms

• Seeking and Providing Authoritative Knowledge Resources needed for gathering, vetting and

distributing knowledge Intranet Portal based, Search, DMS/CMS, FAQs

• Exchanging Knowledge Resources Support provided by users Blogs, Forums, Twitter

04/11/23 NIRMALA/ASCI 19

Engaging with Knowledge Providing appropriate KM Platforms

• Sharing and learning from Others’ Experience Facilitation necessary On-line Communities; Forums; Lessons Learned databases

• Collaborating Support provided by team/group leader On-line communities; Team Wikis Sharepoint; Confluence; others

04/11/23 NIRMALA/ASCI 20

Engaging with Knowledge Providing appropriate KM Platforms

• Understanding ambiguous knowledge Support provided by users Social Networking ; Expertise networking

• Creating new knowledge On-line articulation of an issue or need Support for Face to Face conversation

04/11/23 NIRMALA/ASCI 21

Knowledge Management Applications

04/11/23

NIRMALA/ASCI 22

KNOWLEDGE MANAGEMENT APPLICATIONS

• KM to Support Transactions• Analytical KM• KM Supporting Knowledge Asset

Management• Process Knowledge Management• KM for HR Competency

Development• Support for Innovation

04/11/23

NIRMALA/ASCI 23

Knowledge Management Applications

NASA ESMD Risk Management

04/11/23

NIRMALA/ASCI 24

POSITIONING KMKM SCENARIOS

KM POSITIONING EXAMPLE-Power Sector

•Growth in generation business

•Re-segmentation of markets

•Power Trading

•Continued focus on excellence in O & M

•SCM for projects and O & M

•Fuel supply security strategies

ABC PowerKey elements of Strategy

KNOWLEDGE MANAGEMENT AS A CRITICAL SUCCESS FACTOR

Finance, Regulation ,Sourcing, Risk Management, Continual Improvement,

Human Resources ManagementInformation Management

Business Success

Project Management Business Development

Power Supply PlanningGeneration, Transmission and Distribution ManagementFuel Supply ManagementAsset Management

KM - ASSESSMENT

• Enterprise Process Mapping – Drill down to detail level

• Knowledge Capability Assessment for key processes – Proficiency, Codification, Dissemination.

• Action Plan to achieve required capability.

04/11/23

NIRMALA/ASCI 29

Source: Nonaka & Takeuchi

KNOWLEDGE MANAGEMENT FRAMEWORKS

KNOWLEDGE MANAGEMENT FRAMEWORK

04/11/23

31

Adapted from APO

APQC’S KNOWLEDGE MANAGEMENT FRAMEWORK

04/11/23

NIRMALA/ASCI 32

Create

Organize

Collect

IdentifyUse

Adapt

Share

Organizational Knowledge

Measurement Strategy andLeadership

Technology Culture

KM enablers

KMProcesses

FRAMEWORK FOR KM AT NASA

04/11/23

NIRMALA/ASCI 33

Knowledge Management: Processes, Structure, Systems

04/11/23

NIRMALA/ASCI 34

KNOWLEDGE MANAGEMENT: PROCESSES, STRUCTURE, SYSTEMS Harnessing Tacit Knowledge

Managing Explicit Knowledge Managing KM: KM Organization

and People Technology Platforms for

Knowledge Management KM Metrics and Index Reward and Recognition

04/11/23

NIRMALA/ASCI 35

HARNESSING TA

CIT

KNOWLE

DGE

- KNOW

LEDGE S

HARING M

ECHANISMS

Harnessing Tacit Knowledge:Communities Of Practice• Informal network of relationships to

enable members of a particular specialty or work group to share insights and experience

• CoP connects members through technology, not through formal organizational channels

• Experts receive recognition for sharing what they know

• CoP roles include subject matter experts, facilitators, content coordinators, event coordinators, technologists, community leaders, sponsors

04/11/23

NIRMALA/ASCI 37

HARNESSING TACIT KNOWLEDGE:

• Story-Telling• After Action Reviews• Peer assists

04/11/23

NIRMALA/ASCI 38

KM TECHNOLO

GIES

KM TECHNOLOGIES

• Knowledge Discovery Platforms; Document Management Systems; Taxonomy based tagging of Content

• Team Collaboration and Expertise networking

• Portal

04/11/23

NIRMALA/ASCI 40

KM IMPLEMENTATION ISSUES

KM Implementation

• Planning KM Actions/Projects• Building a KM Roadmap• Implementation Planning • Execution

04/11/23

42

KM IMPLEMENTATION ISSUES PUTTING CULTURE FIRSTLearningSharing, cooperationCutting through hierarchies &

bureaucraciesExperimentingConsulting experts Safety nets in idea generation / innovationRewards and recognition TrustResults orientationIT -orientation04/11

/23NIRMALA/ASCI 44

KM IMPLEMENTATION ISSUES PREPAREDNESSCultureHistory of Best Practice initiatives

already underwayExistence of strong structured IT-

enabled information systemsDiscipline of documentation

04/11/23

NIRMALA/ASCI 45

KM SYSTEMS IMPLEMENTATION ISSUES: – FAILURE FACTORS

Lack of demonstrable ROIFailure to integrate KM into everyday

work practicesInability to change from knowledge

hoarding to knowledge sharing cultureLack of K strategy for key KM processes

– such as identifying, capturing, sharing, reusing knowledge

04/11/23

NIRMALA/ASCI 46

KM VALUE

04/11/23

NIRMALA/ASCI 47

“Knowledge Management will never work until corporations realize it’s not (just) about how you capture knowledge but how you create and leverage it”

-Etienne Wenger-KM thinker, Author & Consultant

WISDOM

04/11/23

NIRMALA/ASCI 48

The store of wisdom does not consist of hard coins which keep their shape as they pass from hand to hand; it consists of ideas and doctrines whose meanings change with the minds that entertain them

-John PlamenatzYugoslav Philosopher

(Oxford)

THANK YO

U

NIRMALA

@ASCI.O

RG.IN