guia de gestion del conocimiento

Stage 1:

Defining targetsfor knowledgemanagement

Leonardo da Vinci project KnowMan file: km_s1_guideline

version: 2003-11-04 number of pages: 12

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Tasks of knowledge management

Initiate discussion within the company aboutthe concept and the usefulness of knowledgemanagement

”We are moving towards a situation wherewe are continually refreshing the wholeproduct range. Underlying this new strategyis knowledge management.”Jorma Ollila, CEO, Nokia

Knowledge becomes more and more important forthe business success. This has got about.

What does a company need knowledgemanagement for? This is a twofold question: forthe first time - and time and again.

The idea to dedicate a systematic management toknowledge is based on the insight that knowledgeis just as indispensable a resource of a modernenterprise as any other and therefore deserves tobe handled in the same responsible andstructured way.

What does a company need knowledgemanagement for? This is a question not of ”if” butof the role knowledge plays in the company whatrole knowledge should play in the company andwhat needs to be done for it.

The first time is about the ”introduction” of aknowledge management system. This does notmean ”importing” a completely new structure. Itmuch rather is about finding out about the exitingorganisational handling of knowledge, laying itopen and systematising and improving it.

And in fact it is about the same thing all overagain. Because it is about knowledge and its use,that is, about the innovative, multi-faceted andchanging element in a company, an element youcannot be over and done with once and for all, butyou need to create free and reliable channels forideas.

Identify how important knowledgemanagement is to every member of thecompany and raise everybody’s awareness ofitRevise the business plan and corporate aimsto take account of the need for knowledgeDetermine how knowledge is dealt with in theorganisationDefine what sorts of knowledge will benecessary in the future and how it will be

The insight that handling knowledge is part of thestrategic tasks marked the beginning ofknowledge management. Strategic decisions arethe starting point of every individual company tointroduce knowledge management and to re-establish knowledge management time and again.

Check the knowledge strategy of the company ona regular basis and explain clearly:

• What performances are expected fromknowledge in the future?

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managed • How is the resource "knowledge" beingtreated and how is it to be treated in thefuture?

The basis for theses assessments and decisionscan be identified with a knowledge-relatedanalyses of strengths and weaknesses (see”tools” in this stage). Once a knowledgemanagement system is established developingthis basis of decisions becomes a regular task.(see stage 7)

Strategy is the business of the top management.Explain clearly:

• How important is knowledge for theachievement of the company objectives?

• What role does knowledge management playin the company?

Define "knowledge objectives" - this is a jobfor senior management

Knowledge aims orient the knowledgemanagement, the generation of knowledge andthe exchange of knowledge towards the intendedresults of the company. This is a managementtask. It is structured according to the kind ofknowledge aims.

With normative knowledge aims the managementorients all members of the organisation towardsthe particular appreciation which knowledge of themembers enjoys and which the knowledge of thecompany should enjoy with its members. Thesenorms do not only have to be intellectuallyunderstandable and clear; they must be attractiveand motivating as a rule of conduct. Usestraightforward words but without false pathos - itis about knowledge!

In strategic knowledge aims the managementexplains what is important for the success of theorganisation. Other strategic objectives of thecompany - customers and market shares,turnover, etc. - will not be substituted byknowledge aims but supplemented. It is importantto make clear what the supplement is as well aswhat which knowledge is needed for and whatcontribution of knowledge is expected. Theformulation of knowledge aims does not merelyhave to be plausible to the top managementversed in ratios but to all members of theorganisation!

With operative knowledge aims the topmanagement clarifies what is to do, which meansthat new objectives in handling the resource

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"knowledge" are taken seriously. The formulationof operative knowledge aims prevents at the ”top”the danger that it remains just a new idea, and atthe ”bottom” that there is yet another newmanagement fad which has nothing to do with theown work and behaviour.

Decide on concrete project aims Only when the knowledge aims are formulatedclearly can project aims be set. These define asthe task of knowledge management where whichknowledge should be made accessible or buildup. Above all they clarify the correlation betweenthe fields and levels.

The knowledge aims should always be clear as aguideline of the project aims. Project aims shouldbe formulated accordingly. This is crucial for themotivation of staff. Knowing why is hardly asindispensable as in the generation and thetransfer of knowledge within an organisation.

One principle is: The general knowledge aims ofthe company should always be clearly identifiableas guideline of all project aims. That is crucial tothe motivation of staff. Knowing-why is mostimportant in production and in transfer ofknowledge within an organisation.

The other principle is: A project needs veryconcrete aims which everybody involvedunderstands. Project aims and implementationaims should be conceived and formulated asmilestones whose achievement can be verified byeverybody. Even if a lasting system of knowledgemanagement is to be introduced, its benefit inform of a first "product", a prototype return of theintroduction itself should be perceivable. Identifyconcrete problems in handling knowledge in yourcompany, select the most important problem as apilot project, define a success scale and aim at,for example, a 60%-70% solution. That way youstimulate already today the need for the KMsystem with the future users; that way they cancreate good model solutions for the continuingupgrading of the KM system (see stage 6). Such"quick hits" are motivating.

Decide on ICT guidelines ICT is a source for the definition of the problem -information flood - of knowledge management aswell as a means for its solution. To achieve asolution the team of experts needs clearguidelines.

The basic rule reads: Optimisation of the overall

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solution comes before individual workplaceoptimisation: Consolidate your platforms, minimisearea-specific or project-specific interfaces!Establish standards! Documents and otherinformation carriers are easier to analyse if staffand analysis programs understand the structure.

Do not allow KM surprise packets neither ICTmodel systems. Identify concrete problems, pickout the most important problem as a pilot projectand make also for a 60%-70% ICT solution.

Provide the project with a firm and robustmanagement structure

The company project "employee-supportedknowledge management" needs its ownorganisation:

• clear goals and responsibilities,

• clearly defined activities and bindingtimeframes,

• reliably available resources.

Otherwise it goes down in the operative hectic ofthe daily business and is from the outset not takenseriously by staff, in particular by experiencedstaff.

In practice, it has proved advantageous tovisualise the project: a logo, a catchy project orteam name etc. But there must also be somecontent in the "package"!

And: An "employee-supported knowledgemanagement" also requires from the start a good"information policy" or a "project marketing" whichshows everybody in the company the progressand present tasks.

Nominate a person who will be responsible forthe project - knowledge management needs ahuman face

The knowledge management officer

• stands for the commitment of the companymanagement,

• has specific management tasks,

• must personify the knowledge culture of theorganisation.

Naming a responsible person for knowledgemanagement the company managementdocuments the earnestness of the project and themanagement's support for it. The fact that fromnow on there is a responsible person musthowever be credible. Even if that person takes onthe new task beside others - which will becommon in SMEs - it must be secured that he/she

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can be reached and has enough time for theproject work.

The knowledge management officer essentially isa co-ordinator. He/she

• provides for clear guidelines of the companymanagement

• names leader/members of the projectteam/work groups

• defines with them the implementation targets

• removes blockades and orients towards targetfulfilment.

In the introductory phase he/se is the interfacebetween the existing performance organisation ofthe company and the project organisation for an"employee-supported knowledge management".After the introduction he/she co-ordinates theexisting performance organisation and theknowledge management system. In both caseshe/she has to manage two subjects:

• contents

• structures of ICT up to project organisation

The knowledge management officer has tocredibly personify the knowledge culture of theorganisation: he/she must be ready to receive andappreciate other people's knowledge,communicate accurately, have talent for co-ordination, be able to solve problems and tointegrate people - such interpersonal skills decideon the climate during the introduction and later onthe life and culture of a knowledge managementsystem.

Senior management should practise“knowledge culture” and set anexample for other employees

The shaping of the organisation and theorganisational culture is and remains to be thetask of the management. Knowledgemanagement requires an open an innovativeorganisational culture: this is also a knowledgeculture.

Knowledge culture is based on a generalappreciation of knowledge: The company knowshow much knowledge repays itself to it - thecompany guarantees that the knowledge of theemployees repays itself to them. This appreciationmust be rooted in the organisation. Crucial for thecredibility of a knowledge culture in anorganisation is the practical reliability in thesupport of the generation and use of knowledge.

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The managers must be a living example ofknowledge culture: they must acquire knowledgeand be open for innovative ideas, they mustpromote new ideas and contribute knowledgethemselves, they must provide the necessarymeans for the development and implementation ofknowledge so that employees are motivated toshare and actively exchange knowledge.

• Create free spaces of thought for your staff.

• Abolish prohibition to think.

• Recognise innovation achievements.

• Make thought-provoking impulses out ofmistakes

• Promote intensive communication.

• Involve important customers.

• Be a coach for innovations.

Move to a higher level of expertise by usingyour business plan and your knowledgeobjectives to develop a strategy for knowledge

The following types of strategy can be used forthe orientation.

Strategic focus 1:Strengthening the individual employees asknowledge carriers and knowledge managersKnowledge, thus the ability to solve problems, incontrast to data and information, is ultimatelylinked to individuals, man is the driving force ofKM, the employees are consequently thesubstance of the KM system of the organisation -these are the convictions lying behind thisstrategy. They focus on the individualresponsibility. Self-responsible selection andstructuring of knowledge, transfer-orientedstorage and updating, making sure one can beaddressed as expert, multiplication - those are thecore aims. Transparent information andcommunication systems and training of theemployees are the means of the selection.

Suitability: This strategy suits particularlyorganisations easy to be overviewed with littlestandardisable orders/projects, much informal andindividual core knowledge and flat hierarchies.

Strategic focus 2:Knowledge management for the increasing ofthe customer satisfactionThis strategy puts the widespread credo"customer satisfaction" on the basis of a sensitiveand flexible shaping of all customer contacts and

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their systematic evaluation. The research into therequirements of customers and the conditions ofapplication for products and services are theessential means for the core aims to reduce thereaction time of the organisation to customerwishes and to optimise the own products, servicesand processes for the customers.

Suitability: This strategy suits particularlyorganisations seeking lasting customer loyalty,intending to make more use of the customerpotentials, intending to establish themselves ascomplete or system providers

Strategic focus 3:Improving the transfer of best practiceknowledge into the company practiceThis strategy concentrates on the better use ofexperiences of the own organisation and of thecompetitors. "Lessons learned" and"benchmarking" are suitable tools. To avoidrepeating faults, to make more effective use ofperformed expenditure for development andplanning, to set free expert potential - these aimsare in the focus. A culture of objective discussionof faults and incentive systems for transfer ofknowledge - also knowledge of others - is anecessary framework condition.

Suitability: This strategy suits particularlyorganisations with standardisable performanceprofiles and a market in which expertise counts.

Strategic focus 4Generating knowledge and implementinginnovationThis strategy puts research and development intothe centre, secures all necessary resources forthe activities, promotes their creativity andsupports them though information from the wholeorganisation. Innovation of products and servicesare the core aims.

Suitability: This strategy is particularly suitable in amarket with short lifecycles of products (e.g. ICT)or organisations having to reposition themselves.

Strategic focus 5:Creating expert networksOffers of products and services and completesolutions for customers, opening up new markets,more efficient development of knowledge andmore profitable use of knowledge are aims of thisstrategy. Knowledge alliances and project co-operations are the way. Systematic evaluation of

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the supplier and customer chains in which theown organisation operates, co-operativeinformation and knowledge exchange withsuppliers, further processing and offers ofcomplementary products, development ofconfidence are preconditions.

Suitability: This strategy is suitable particularly inmarkets with accelerated innovation for SMEswith big customers and with internationalisationplans.

Strategic focus 6:Creating the knowing companyThis strategy is ambitiously holistic. To achieveand secure an outstanding competitivenessthrough knowledge - that is the aim. All processesof the organisation are considered as such, inwhich always also the knowledge of theorganisation develops, is saved and circulated,implemented, learned and checked.

Suitability: This strategy suits particularlyorganisations such as consulting firms, in whichknowledge is the core offer.

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Tasks in personnel management and training

Re-evaluate your concept of human resourcemanagement

”A knowledge strategy will work only ifmembers of an organization commit toenhance their collective performance bysharing their knowledge and building onone another’s ideas.”Hubert Saint-Onge, Senior VP, StrategicCapabilities, Clarica Life Insurance (2000Most Admired Knowledge Leader)

Therefore, knowledge management is extremelyclosely linked to the vocational training and furthereducation of staff for the good and sometimes forthe worst. Because the knowledge which is to beorganised in a better way is in the heads; andeven if some knowledge is made available indocuments, servers and networks throughknowledge management, it still depends on theheads whether this knowledge really is called up,used and kept alive.

Knowledge management does not replacepersonnel management and training butsupplements it in a multifaceted way. Micro-companies are an exception. In those companiesis knowledge management at the same timepersonnel management and training organisation.Knowledge management is based on thevocational education and training of staff. This isthe main part of the knowledge treasure whichneeds to be dug up and used for the benefit of thewhole organisation. At the same time, in this waythe development of the vocational education andtraining of staff is to be facilitated and extended.Their competency stays alive and finds room tolive in the company.

Knowledge management makes vocationaleducation and training of staff more effective. Thetransparency of what the organisation knowsallows a much more precise planning of whichadditional knowledge in which fields and in whichcontents needs to be acquired by the organisationthrough personnel management and training ofstaff. Knowledge management emphasises that itis not only the members but that also always theorganisation wants to learn, in learning contents itthus promotes learning how to learn and teachingof what has been learned. This promotes themultiplication effect of training and thus itsefficiency.

Knowledge management overlaps with personnelmanagement and training. Organising improved

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availability of knowledge in the organisation alsoalways leads to a better knowledge about thestaff. The building up and each up-dating ofknowledge management with the participation ofstaff is training, refreshing of the own andexchange with other people’s knowledge.

Extend your management methods bystudying and digesting principles of managingknowledge objectives

There is one thing that the managerial staff needsto learn first of all, if necessary through training:the top management must consider and correctlyinternalise that knowledge management does notonly supplements the management task by a newelement. The reassessment of the resource”knowledge” and its deliberate managementmodifies many elements of management.

The introduction or periodical reorientation ofknowledge management requires from themanagement the definition of knowledgeobjectives. Take your time to tackle this job in aworkshop with suitable management staff andidentify and discuss at the same time the effectthis has on the managerial task. This is the besttime and place for the indispensable internallearning process of the top management.Formulate knowledge-related guidelines for themanagement style, management tasks andmanagement behaviour for the managerial staff.

The production, acquisition, and insofar even thesuccessful transfer of knowledge, follows its ownlaws which, at least in comparison to otherproduction and distribution processes, appears tobe spontaneous and impossible to be planned. Onthe one hand, for that reason it is not possible toconduct knowledge processes like processengineering. On the other hand, a company is apurposive organisation and it rightly expects atarget orientation also from the knowledgeprocesses. Managing on the basis of knowledgeaims secures this target orientation. Managing onthe basis of knowledge aims is - other than someother management methods - 1st related to theaim instead of being related to the process, 2nd

oriented towards the employee and co-operative.

Management on the basis of knowledge aimsconsists therefore first in four steps: definingknowledge aims - securing knowledge-promotingorganisational structures - defining knowledgetasks of the managers and knowledge tasks of theemployees - agreeing upon common knowledgeaims.

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Raise the awareness of your ideas aboutknowledge culture within your own company

Knowledge management aims at making theexisting knowledge transparent. It is to beavailable to the organisation and all theemployees. The advantage for all the peopleinvolved results from the mutual giving and takingof information and knowledge: That improves andfacilitates the work of each one and enricheshis/her personal knowledge.

Get a grip on your human resourcemanagement and use it for knowledgemanagement instead

The greatest wealth of knowledge of anorganisation lies in the heads of the employees:as their professional skills and their professionalexperience. But also in the heads of theemployees lie the most serious barriers for afruitful dealing with knowledge in the organisation- that, too, not rarely a result of mislead vocationaleducation and unfavourable experience at work.An organisation which wants to manage itsknowledge in an efficient way has in the first placeto know its employees well and it has to want toknow them well.

It is in fact a classical task of personnelmanagement to know the professional biographyof the employees in order to secure that eachworkplace and each task is covered by thenecessary abilities. But especially in SMEs isknowledge management often mereadministration. That would not be bad if thecorrespondence between job requirements andabilities could be secured by other means. Butoften valuable information about the employees isonly documented in the ”index files” of thepersonnel administration - and they gather dustthere. That is not only useless. It also does notreally promote the motivation of employees tobring in themselves and their knowledge whensomething a person has once learned - perhapswith great efforts - is being neglected in thecompany.

Knowledge management revives the classicaltask of personnel management to new life. Theabilities of the employees are to be known andrecognised in the company.

Improve the training pathways in yourorganisationPay special attention to the promotion ofknowledge culture in planning your trainingprogrammes

Where an enterprise runs a systematic trainingpolicy the wheel has really not to be inventedanew. Where an enterprise works out needsanalyses, training plans and training evaluationstogether with the employees, it covers alreadytasks of knowledge management. Still, knowledgemanagement has to contribute to an additional

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see also stage 3 prospect for the further-training policy: Any, alsothe most specialised training should always at thesame time promote the will and ability to share,exchange, pass on knowledge and to develop itindependently on the basis of the exchange. Thisaspect should also become a criterion in planningand evaluation of training as well as in theselection of training providers or trainers.