Modul 1 knowledge management fundamentals

Knowledge ManagementStrategy & Program

Bandung, 10-11 April 2012

Moh. Haitan Rachman

E : [email protected]

[email protected]

W : haitanrachman.wordpress.com

FB: facebook.com/haitanrachman

T : twitter.com/haitanrachman

Agenda

1. Day – 1 Fundamental, Concept, Systems

a) Knowledge Management Fundamentals

b) Knowledge Management Tools

c) Knowledge Mapping

d) Knowledge Management System

2. Day – 2 Penyusunan KM Programs

a) KM Strategy

b) KM Roadmap

c) K-Map

d) KM Programs

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MODULE 1:KM Fundamentals


“We believe that the future belongs to companies that can take the best of the East and the West and start building a universal model to create new knowledge within their organizations.”

(I. Nonaka and H. Takeuchi)

We are now in Knowledge Era


Without Knowledge Strategy

vWe will lose our investments in people, research, development, experiences

vWe will lose our opportunities in markets and businesses

vWe will lose our vision and mission

I bring myknowledge

died or move to

other company

Knowledge Agenda

v Making knowledge and knowledge

processes more explicit.

v The development of strategic frameworks

to guide the exploitation of knowledge –

in products, services and processes.

v The introduction of more systematic

methods to the management of

knowledge.


Importance of KM

v Knowledge and Information transfer have become increasingly important to organizations everywhere

v Knowledge is now recognized as a valuable intangible asset

v The building of knowledge generation capabilities within the firm creates an organization with the flexibility to meet new challenges

v Information and knowledge have become key drivers for competitive advantage – how can organizations harness these drivers for operational efficiencies and innovation?


Benefits of KM

vThe expected outcome of KM initiatives

is to enhance individual, team, and

organizational capability and thereby

increase social capacity

vTogether, these outcomes will spur

overall productivity, improve the quality

of products and services, and contribute

to profitability and growth


Benefits of KM - Individual

v Increase knowledge and skills of individuals

– arising out of learning and innovation in

the knowledge process

v Positive attitudes, strong moral and ethical

values – foundations of individual capability

development

v Individual capabilities collectively contribute

to organizational capability and societal

capacity


Benefits of KM - Team

vIncreased knowledge and skills of

individual members enhance the entire

team’s capability

vWhen members of a team are

constantly learning and sharing

knowledge with each other, the team

capability is enhanced


Benefits of KM - Organization

vOrganizational capability focuses on these aspects to achieve sustainable growth and competitive advantage:- Improving internal processes and systems- Developing core competencies- Designing innovative strategies

vOrganizational capability to create, reorganize, disseminate widely, and embody knowledge in new products and services is critical when faced with- Shifting markets- Rapid product obsolescence- Hyper-competition- Financial upheavals


Benefits of KM - Society

vSocietal capacity = Collective knowledge of individuals + Organizations (that can be harnessed for inclusive growth)

vNetworking and collaboration can stimulate the creative potential of individuals and organizations to seize the enormous opportunities in society for growth and development

vEnhanced public and private sector collaboration raises KM awareness and heightens the positive effects of knowledge and technology across all sectors of society


KM Implementation / Strategy


Differences

Knowledge Management Projects Information Management Projects

Goals emphasize value-added for users

Goals emphasize delivered and accessibility of information

Support operational improvement and innovation

Support existing operations

Adds value to content by filtering,

synthesizing, interpreting, pruning content

Delivers available content with little value added

Usually requires ongoing user contributions and feedback

Emphasis on one-way transfer of information

Balanced focus on technology and culture issues in creating impacts

Heavy technology focus

Variance in inputs to system precludes automating capture process

Assumes information capture can be automated


Knowledge management Implementation

KM KM ProjectProject

AAIdentifying Sources and Networks of

Expertise

BB

Structuring and Mapping Knowledge Needed to Enhance Performance

CC

Capturing and reusing structured knowledge

DDCapturing and sharing lessons learned from practice

Synthesizing and Sharing Knowledge

from External SourcesGG

EEMeasuring and Managing the Economic Value of Knowledge

FFEmbed Knowledge in

Products and Processes


v Identifying Sources and Networks of Expertise.

Some projects are designed merely to make

expertise more visible and accessible to

employees. The underlying strategy here is to

facilitate connections between those people who

possess and those who need knowledge.

v Structuring and Mapping Knowledge Needed to

Enhance Performance. Another type of project

impacts efforts like new product development or

process redesign by making explicit the specific

knowledge needed at particular stages of the

initiative.

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v Capturing and reusing structured knowledge.

Knowledge is often embedded in component parts of

organizational outputs, such as product designs,

project proposals and reports, documented

implementation procedures, and software code that

can be reused to reduce the time and resources

needed to produce a new output.

v Capturing and sharing lessons learned from practice.

It captures softer, more experiential knowledge that

must be interpreted and adapted by the user in a new

context. These efforts often involve sharing learning

through a data base, and they may also take on a

more interpersonal approach, using face-to-face

sharing of stories and experiences.



v Measuring and Managing the Economic Value of

Knowledge. The firms possess structured intellectual

assets, such as patents, copyrights, software licenses,

and customer data bases. Recognizing that these

assets create both revenues and costs for the firm,

another type of project seeks to manage these assets

more judiciously.

v Embed Knowledge in Products and Processes. It

seeks to enhance or create new knowledge-intensive

products, services, and processes. By recognizing the

potential market value of knowledge that the firm is

generating, the value of existing offerings can be

enhanced or new revenue sources created.



v Synthesizing and Sharing Knowledge from External

Sources. Traditionally, these systems have been little

more than information delivery “clipping services”

that routed articles and reports to executives. But

the electronic information avalanche, combined with

increasing complexity, specialization, and the speed

of market changes has raised the knowledge

component of these systems. They will require

editors, reporters, and analysts to synthesize and

provide context to the tremendous volume of market

information available.


KM Definition & SECI


KM Definition

KM is an integrated approach for indentifying, creating classifying, storing, sharing, and applying knowledge to enhance organizational productivity, quality, profitability, and growth.


What’s Really New About KM?

Knowledge Management is the discipline of enabling individuals, teams, and entire organizations to collectively and systematicallycreate, share, and apply knowledge to better achieve their objectives.


Data, Information, Knowledge

What is data?

v Refers to a collection of facts

v A unit of data comprises two elements. One is the name of the

attribute referred to; the other is the value of that attribute for a

given entity.

v Examples are:

§ attribute – monthly salary;

value - $3,000;

§ attribute – personal name;

value – Debra;

§ attribute – name of a car;

value – Cadillac;

§ attribute – cost of a car;

value – $35,000;

What is information?

v A set of information is a collection of facts together with

definitions of relationships between them.

v A relationship can be expressed as: if condition then fact.

v The cheapness attribute of a car will be defined as cheap if the

cost is below $12,000, medium-priced if the cost is from $12,001

to $25,000 and expensive if the cost is $25,001 and above.

if cost < 12,001 then cheapness = cheap else

if cost > 12,000 and cost < 25,001 then

cheapness = medium-priced

else

cheapness = expensive

What is knowledge?

“a fluid mix of framed experience, values,

contextual information, and expert insight that

provides a framework for evaluating and

incorporating new experiences and information.

It originates and is applied in the minds of

knower. In organizations, it often becomes

embedded not only in documents or

repositories but also in organizational routines,

processes, practices, and norms”

Davenport and Prusak

Information and Knowledge

We communicate information to one another in explicit forms (inform).

We can chose to turn that information into knowledge (learning process) in our heads (tacit knowledge).

When we make our internal tacitknowledge explicit in some form, in becomes information to others


The SECI Model – Modes of Knowledge Transfer


Knowledge Transfers

v Socialization.

§ Individuals have a wealth of tacit knowledge that they share

with other organizational members. This knowledge

exchange may be a one-to-one, one-to-many, or a many-to-

many interaction. Traditionally, same place/same time face-

to-face meetings have been the medium for exchange.

v Externalization.

§ Explicit knowledge is knowledge that is stored on paper,

audio or videotape, computer disks, etc. Organizations have

traditionally documented standard operating procedures,

created periodic reports, ‘white papers’, etc.


Knowledge Transfers (cont.)

v Combination.

§ Explicit to explicit interactions, or knowledge transfer

v Internalization

§ This form of knowledge creation depends on an individual’s

ability to make sense out of explicit information. Successful

internalization is a function of the sense-maker’s individual

attributes, including personal expertise, experiences, and

mindset.


6 Steps in the KM Process

1. Identify

2. Create

3. Classify

4. Store

5. Share

6. Apply


Brief Introduction to the Knowledge Process

Identify

Create

ClassifyStore

Share

Apply


The KM Process

The KM Process, embedded in the work

practices, transforms the organization

…from “episodic” learning and innovation;

…to “continues” learning and innovation.


KM Framework


KM Framework


KM Framework

v Starting point of the KM framework is the Vision and Mission of the organization

v KM meets the business objectives of the organization

v There are four levels in the framework:

- Enablers

- Knowledge Process

- Capabilities

- Outcomes


Enablers

v Enablers help to propel and speed up the KM initiative in the organization

v Five enablers can be identified:

§ Leadership

§ Organization

§ People

§ Technology


Enablers - LEADERSHIP

v Drives the KM initiative in the organization

v Ensures alignment of KM strategies and projects with the mission and vision of the organization

v Provides support and resources for the implementation of KM projects


Enablers - ORGANIZATION

v Determines its core competencies (strategically important capabilities that provide a competitive advantage) and aligns it to their mission and strategic goals.

v Implements and manages its key work processes to ensure that customer requirements are met and business results are sustained.

v Evaluates and improve its work processes to achieve better performance, to reduce variations, to improve products and services, and to be updated with the latest in the business trends, development, and directions.


Enablers - PEOPLE

v People are users as well as generators of knowledge

v They create and possess intellectual capital

v Trust is a prerequisite for knowledge sharing


Enablers - TECHNOLOGY

v Accelerates the knowledge process through effective tools and techniques

v Tools such as groupware and collaborative workspaces enable participation across time and distance

v Provides a platform for retention of organizational knowledge


Knowledge Process


Knowledge Process

vRefers to knowledge development and conversion processes

vSix steps in the knowledge process:

§ Identify

§ Create

§ Classify

§ Store

§ Share

§ Apply

Identify

Create

ClassifyStore

Share

Apply


Knowledge Process Step - Identify

v Initial crucial step of the knowledge process

vCritical knowledge needed to build the core competencies of the organization is identified

vThe knowledge gaps in the organization are identified in the step


Knowledge Process Step - Create

vAddresses knowledge gaps through knowledge conversion and generation of new knowledge

vSome ways to create new knowledge

§ Individual level

§ Team level

§ Organizational level


Knowledge Process Step - Classify

vKnowledge identified should be classified in clusters

vMind-mapping can be used for classifying knowledge

vClassified knowledge can be easily stored and shared


Knowledge Process Step - Store

vCollection and preservation of organizational knowledge

vVarious forms of storage

vOrganized for easy retrieval


Knowledge Process Step - Share

vRegular and sustained exchange of knowledge

vFosters continuous learning to achieve business goals

vMutual trust and benefit help foster a culture of sharing

vTechnology can be used to enhance sharing


Knowledge Process Step - Apply

vThe use and reuse of knowledge in the organization

vTranslates knowledge into action

vKnowledge only adds values when it is used to improve products and services


Knowledge Management Implementation Steps


Step One: Project Identification

vto identify the area, process or application which you wish to address

vKM is growing fastest at the grassroots level rather than at the corporate-wide or enterprise level

vIf it is successful, you can always expand it; yet if it fails, it will have minimal impact and you can move on to identifying and trying other areas of improvement.


Step Two: Leader and Expert Identification

vknowledge manager should work to identify the thought leaders in her or his organization

vEnlisting these thought leaders at an early stage will reap a couple of benefits.

§ First, they can help guide the project in a direction that will be most beneficial to the staff who are actually using the system.

§ Second, they can become your user advocates and gateways.


Step Three: Solution Identification

vWhat technology tools do we use currently to accomplish our organizational mission?

vHow can these tools be leveraged quickly and easily to improve knowledge sharing among workers (preferably in a centralized fashion)?


Step Four: Knowledge Capture

v knowledge up into two basic categories, Tacit and Explicit. Explicit knowledge is that knowledge that can be codified into written rules, facts and instructions. Tacit knowledge is that knowledge that is more internal and experiential

v For the beginning Knowledge Manager, sticking to the explicit and leaving the tacit for later is your best bet. As your project grows and flourishes, tacit information will arise spontaneously


Step Five: Information Entry

v In the beginning of a KM project, the project leaders are going to have to take the initiative and act as the gatekeepers of the system

v your thought leaders identified earlier in the project can be used to maximum advantage. They can either be recruited as data administrators themselves, or they can help enlist other staff members to fill the role.


Step Six: Deployment

vIncentives of one form or another can be very helpful in spurring staffers to change their habits

vIf a user tries the system a couple of times and gets nothing useful, then chances are they are not going to go back


Step Seven: Feedback

vIf you have identified and enlisted your thought leaders from early on in the process, they can become your communication channel.

vThey can be the ones who garner the collective feedback of your staff and pass it on to you, while acting as your advocate to your user community.


Business

Modul 1 knowledge management fundamentals