Knowledge Management System & Technology

Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,

PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

Is there any relationship between Information Technology and Knowledge Management?

Disciplines Contributing to Current Notions of KM

Theoretical Foundation Key Knowledge Management Concepts Drawn from Foundation

Applied Purpose in Knowledge Management

Developed Knowledge Management Concepts

Information Economics Intellectual Capital Rationale Knowledge Economy

Strategic Information Systems

Core Competencies Rationale Dumbsizing, Knowledge Alliances

Organizational Culture Tacit and Articulated Knowledge

Process Definition Knowledge Culture

Organizational Structure Goal-Seeking Organizations

Process Definition Knowledge Organizations

Organizational Behaviour Creativity, Innovation, Organizational Learning, Organizational Memory

Process Definition Knowledge Creation, Knowledge Codification

Artificial Intelligence Knowledge-Base Systems Process Definition Knowledge Infrastructure

Quality Management Risk Value Benchmarking Evaluation Qualitative Frameworks

Source: Land, Amjad & Nolas, The Ethics of Knowledge Management, International Journal of Knowledge Management

Wisdom

Data

Information

Knowledge

Comprehend Correlation

Comprehend Patterns

Comprehend Principles

• Information Technology isn’t Knowledge Management

• Various Technologies provide value-adding deliverables for boosting and entrenching Knowledge Management

Deployable Technologies for Knowledge Management

Information Technology Communication Technology Media Technology Film & Video Technology Cybernetics Robotics

Difference Between Information & Knowledge

Information KnowledgeProcessed data Actionable information

Provides Facts Allows predictions, associations and predictive decisions

Clear, crisp, structured and simplistic Muddy, fuzzy, partly unstructured

Easily expressed in written form Intuitive, hard to communicate, and difficult to express in words and illustration

Obtained by condensing, correcting, contextualizing, and calculating data

Found in connections, conversations between people, experienced-based intuition, and people’s ability to compare situations, problems and solutions

Devoid of owner dependencies Depends on the owner

Source: Abdullah, Selamat, Sahibudin & Alias, A Framework For Knowledge Management System Implementation In Collaborative Environment For Higher Learning Institution, Journal of Knowledge Management Practice

IMS versus KMS

Information Management

System

Conversion of Data to Information

Knowledge Management

System

Conversion of Information to Knowledge

“Knowledge Management Systems (KMS) are technologies that support Knowledge Management (KM) in organizations, specifically - knowledge generation, codification, and transfer.” - Ruggles R, Tools for Knowledge Management

Characteristics of Good Knowledge Management System

1. A good KM system should empower your staff. It won’t exactly turn them into superheroes but it should allow them to extend their contribution and to work faster and smarter.

2. A good KM system should be focused on your core business objectives. 3. A good KM system is needs-driven, not technology-driven. 4. A good KM system should make your business more competitive, more efficient and more

profitable. 5. A good KM system should allow you to better service your customers and to raise their

satisfaction level. 6. A good KM system should raise the job satisfaction level of your staff. 7. Don’t go looking for a KM system until you have formulated and agreed on your KM needs. 8. A good KM system should connect to all sources of knowledge, including tacit knowledge. 9. A good KM system should be easy to navigate and search. 10. A good KM system should be flexible enough and configurable enough to adapt to your

changing needs. 11. A good KM system produces timely, accurate, concise and precise information that you can

utilize (process) to make high quality decisions.

Source: Frank McKenna, A Knowledge Management System

Focusing on Tacit and Explicit Knowledge to Ascertain the Role of Technology

Tacit Knowledge

In the Mind

Explicit Knowledge

Outside the Mind

Interpret

Nourishes

The Tacit-Explicit Model

Source: Nonaka, I. and Takeuchi, H., The Knowledge Creating Company

The Four Knowledge Conversion Modes To Tacit To Explicit

From Tacit Socialization Externalization Knowledge Maps Knowledge Portals

Groupware Workflow Knowledge-Based Systems Knowledge Portals

From Explicit Internalization Combination Innovation Support Tools Intranet

Electronic Document Management

Business Intelligence Competitive Intelligence Knowledge Portals

Adapted from Nonaka & Takeuchi, The Knowledge-Creating Company

Major Components of KMS

Categories of Knowledge Management SystemsCategory Dominating Knowledge

Conversion ProcessOrigin of Concepts Example

Intranet Based Systems Combination Computer Networks(Web Technology)

Microsoft Internet Information Server

Electronic Document Management

Combination Information Science Excalibur Retrieval Ware and File Net

Groupware Externalization CSCW (Computer Supported Cooperative Work)

Lotus Notes and Microsoft Exchange

Workflow Externalization Organisation and Methods ARIS Toolset (IDS Scheer)

Knowledge Base Systems Externalization Artificial Intelligence Neugents (Computer Associates)

Business Intelligence Combination Database Management Business Objects

Knowledge Map Socialization Information Science and Human Resource Management

Gingo (Trivium) and Lotus Discovery Server

Innovation Support Tools Internalization Innovation and Technology Management

Invention Machine

Competitive Intelligence Tools Combination Strategic Management and Information Science

Knowledge Works (Cipher Systems) and Vigipro (CRIQ/CGI)

Knowledge Portals Socialization, Externalization and Combination

Computer Networks and Information Science

Digital Dashboard (Microsoft), Lotus k-station and Sopheon

Identification of required and applicable knowledge management activities in an organization facilitates effective mapping of prospective knowledge management processes, which then determine fitting knowledge management system.

Knowledge Management Processes & the Potential Role of IT

Knowledge Management

Processes Knowledge Creation

Knowledge Storage/ Retrieval

Knowledge Transfer

Knowledge Application

Supporting Information

Technologies

Data-mining,

Learning tools

Electronic bulletin boards, Knowledge repositories, Databases

Electronic bulletin boards, Discussion forums, Knowledge directories

Expert systems,

Workflow systems

IT Enables Combining new sources of knowledge, Just-in-time learning

Support of individual and organizational memory, Inter-group knowledge access

More extensive internal network, More communication channels available, Faster access to knowledge sources

More rapid application of new knowledge through workflow automation

Platform Technologies

Groupware and communication technologies,

Intranets Source: Alavi & Leidner, Knowledge management and knowledge management systems

Triggers of Knowledge Management System Change

Change

Strategy

GrowthOpportunity Threat

Communities of Practice

Past &

Preferred Future Performance

Tangible Organisation

Individuals Identity Process Systems

Autonomy & Consistency

KMS as Focus KMS as Enabler Adaptability

ImplementationDissonance

Effective Organizational

Alignment

TechnologyEvolution Governance

Source: Elijah Ezendu, Knowledge Management Strategy

IT Tools for KM ProcessesKM Processes Activities Sample Vendors

Knowledge Creation Business intelligence, knowledgediscovery, e-learning

Business Objects, Skillsoft, Orbital,

Knowledge Codification Content management system, document management,categorization, abstracting, taxonomy

Interwoven, Autonomy

Knowledge Retrieval Search, visualization Google, AskJeeves, Inktomi, Inxight

Knowledge Application Workflow, collaboration, help desk eRoom, Intraspect, PeopleLink

Knowledge Distribution Knowledge portal, agents Plumtree, AskMe

Knowledge Validation Online expert communities, contribution valuation, assessment/rating/ranking/ scoring

IBM

Knowledge Tracking E-mail mining, corporate yellow pages

Tacit

Knowledge Personalization Expertise locators, communication, conferencing, collaboration

AskMe

Full-spectrum KM Complete KM suites Hummingbird, Open Text, Verity, IBM

Source: Madanmohan Rao, Knowledge Management Tools and Techniques

Roles and Tools for Online CommunitiesKnowledge Roles Activities Tools

Knowledge Consumer Search, browse, access, apply, learn

Portal, search engine, Workflow

Knowledge Creator Publish, improve, classify, discuss Content management, authoring, taxonomy, online CoPs

Knowledge Editor Interviewing experts, storytelling, content management

Content management systems, taxonomy

Knowledge Expert Validate, certify, legitimize Online CoPs, ranking/ rating tools, best practice repository

Knowledge Broker Locate experts/knowledge, identify gaps, organize, filter, coordinate CoPs

Enterprise portal, audit tools, online forums, organizational knowledge maps

Knowledge Leader Shape KM agenda, align with business objectives

Intellectual capital navigators, industry knowledge maps

Source: Madanmohan Rao, Knowledge Management Tools and Techniques

Four Elements of Knowledge Management System

• Use of Problem Finding Techniques• Build Knowledge Infrastructure• Network Systems• Use of Software for Collection of Data,

Information, Knowledge as well as Sharing Processed Outcomes.

Problem Finding TechniquesBasic Phases

Search

Identification

Solution and Implementation

Problem-Centered Approach

Step 1. Generation—Probe for potential problems that might exist in the future using a brainstorming approach. Step 2. Evaluation—Review problems uncovered for managerial concern, backed up by a cost-benefit analysis. If appropriate, use creative computer software to generate new ways to evaluate future problems.

Step 3. Validation—Select actual problems for managerial concern. If appropriate, relate to the company's critical success factors.

Step 4. Establish Boundaries— Define each potential problem within its boundaries to cover the whole area encompassed by the problem.

Use steps from the problem-solving process.

Opportunity-Centered Approach

Step 1. Exploration—Examine the environment for opportunities that come from problems uncovered using a brainstorming approach. If appropriate, use creative computer software to explore new ideas to exploit these opportunities.

Step 2. Selection—Determine that one or more opportunities should be explored by management. If appropriate, relate to the company's critical success factors.

Step 3. Examine Boundaries— Survey the environment for each opportunity and determine the proper boundaries.

Use steps from the problem-solving process.

Source: Robert Thierauf, Knowledge Management Systems for Business

Why KMS Implementation Failed in Some Organizations

• Poor Development of KM Objectives• Strategic Paralysis• Unfit KMS Model• Inappropriate Project Management• Absence of Favourable KM Structure led by CKO• Poor harmonization of IT Tools with Culture, Structure, Workflow, Processes and Strategy• Poor Usability of KMS• Unfitting Change Management• IT-Centered KMS• Excessive IT Control • Low Competence of Workers in Use of Installed KMS• Excessive Technicality • Poor Integration of Key Components• Absence of Common IT Platform Organisation-Wide• Lack of Participation of Users at Planning Stage• Poor Performance of Components of KMS• Lack of Top Management Buy-In

Key Issues in Building KMS

1. Knowledge Management Strategy2. Organizational Structure3. Culture4. Installed Technology Platforms5. Talent Flexibility6. Knowledge Evaluation7. Knowledge Processing8. Knowledge Implementation9. Leadership Drive10. Project Scope

Knowledge Management System Life CycleEvaluate Existing Infrastructure

Manage Change and Rewards

Set-Up KM Team

Knowledge Capture

Design KM Blueprint

Verify and Validate KM System

Implement KM System

Evaluate Performance and Alignment

KMS Project Feasibility

Mapping Corporate Objectives to KM Value Propositions

Instrumental KM Objectives

Total KM Value Propositions

Corporate Objectives

ContributionAscertainment

ReverseEngineering

Corporate Level

Functional Transition Level

Functional Offerings

Source: Elijah Ezendu, Knowledge Management Strategy

Total KM Value Propositions must achieve Strategic Fit on alignment with capabilities of Knowledge Management System

Occurrence of a form of alignment blunder shall indicate failure, and must be remedied.

Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He holds Interim Management Assignments on Boards of Companies as Non-Executive Director.

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