Knowledge Management: From Theory to Practice · Knowledge Management: From Theory to Practice ดร. ปริญญา ทุมสท้าน สถาบันดํารงราชานุภาพ

Knowledge Management:From Theory to Practice

ดร. ปรญญา ทมสทาน

สถาบนดารงราชานภาพ กระทรวงมหาดไทย13 กมภาพนธ 2552

08.30-09.00 น. ลงทะเบยน รบเอกสาร09.00-10.30 น. ความรเก�ยวกบ Knowledge Management

- (สวนท� 1)ทฤษฎท�สาคญ- (สวนท� 2) กรณศกษาของ บรษท ปนซเมนตไทย จากด (มหาชน)- ความหมายของ KM และประเภทตางๆ ของความร- สาเหตท�ตองมการจดการความรในองคกร- การจดการความรสวนบคคล- Community of Practice (CoP)- ข �นตอนการ Implement KM ในองคกร

10.30-10.45 น. พก10.45-11.45 น. (สวนท� 3) เคร�องมอสาหรบการจดการความร (KM Tools)

- เคร�องมอจดระบบความร (Knowledge Mapping)- เคร�องมอสาหรบบนทกความร (Knowledge Capturing Tools)- เคร�องมอสาหรบการแลกเปล�ยนเรยนร (Knowledge Sharing Tools)- เคร�องมอสาหรบการจดกจกรรมหรอ Event ตางๆ- ตวอยางการสราง Community of Practice (CoP)

11.45-12.00 น. เปดโอกาสใหผเขาอบรมซกถามไดตามอสระ

สวนท� 1ทฤษฎท�สาคญ

In 1985….The U.S. Patent Office grantedArgentines 12 patents…Venezuelans got 15…Brazilians 30…And Mexicans 35…South Korea got 50 Patents…

In 1998…The same office grantedVenezuelans 29 patents...Argentines 46…Mexicans 77…And Brazilians 88…South Koreans received 3,362 patents.

PEOPLE NEEDED TO PRODUCE A SINGLE U.S. PATENT

United statesJapanSwitzerlandTaiwanGermanySouth KoreaUnited KingdomAustraliaSingaporeSpainArgentinaMexicoBrazilIndiaIndonesia

2,9553,9145,2445,8128,778

13,65316,56822,16925,735

127,273778,261

1,267,5321,869,318

10,647,31921,610,345

COUNTRY PEOPLE PER PATENT (1998)

FROM 1970 TO 1995,THE WORLD’S RICHEST COUNTRIES

GREW 1.9 PERCENT PER YEAR ON AVERAGE…

MIDDLE - INCOME COUNTRIES GREW 0.7 PERCENT…

THE POOREST THIRD DID NOT GROW AT ALL

WHO PATENTS IN MEXICO ? NOTMEXICANS...

Procter & Gamble3 MBASFKimberly - ClarkBayerPfizerNovartisHoechstJohnson & JohnsonAT&TSamsungEli LillyL’OrealMotorolaGoodyear

4231681521499995939287868069676765

COMPANY # OF PATENTS

IBM GENERATED MORE PATENT ALONE…Than 139 COUNTRIES DID TOGETHER

(u.s. patents granted , 1998

HIGH-TECH VERSUS LOW-TECH EXPORTS(if index>1, value-added exports exceed commodities)

YEAR

1977

1995

CHILE

0.010.01

ARGENTINA

0.120.07

BRAZIL

0.220.23

G-7(Canada, France, Germany, Italy,Japan, U.K., U.S)

2.17

1.67

ASIAN TIGERS(Hong Kong, South Korea,

Singapore , Taiwan)

0.741.80

U.S. PATENT ACTIVITY

YEAR

184018601880190019201940196019802000

PATENTS GRANTED

4584,36312,92624,65637,05742,23747,16961,819182,223

% INCREASE OVER20 YEARS EARLIER

-8531969150141231195

Technology accelerates trends…Be these Positive…Or negative

It took the telephone 35 years to get into one-quarter…of U.S. homes…

TV took 26...

Radio 22…

PCs 16…

The Internet 7…

Why do we need KM

๏Sharing Best Practice๏Globalization (see next figure)๏Rapid Change๏Downsizing๏Managing Information and Communication Overload๏Knowledge Embedded in Products๏Sustainable Competitive Advantage

@Pearlson, 2001

FIGURE 9.3 Forces driving knowledge as the key source of competitive advantage.

© IBM Global Services. Used with permission.

RelativeContribution

to competitive advantage

Farming-based

economy Mass Production

Deregulation

Mergers & Acquisitions

Dynamic industry structures

Quality

Cottage industry

Globalization

Downsizing

New business models

Source of competitive advantage over time

Land Labor Capital Knowledge

FIGURE 9.4 In an age of increasing competition and unprecedented change, there is only one sustainable competitive advantage: the capacity to learn.© IBM Global Services. Used with permission.

Why manage

Knowledge?

Embedded Knowledge• Smart products• Blurring of distinction between

service and manufacturing firms• Value-added through intangibles

Downsizing• Loss of knowledge• Portability of workers• Lack of time and resources

for knowledge acquisition

Rapid Change• Avoid obsolescence• Build on previous work• Streamline processes• Sense and respond to change

Globalization• Decreased cycle times• Increased competitive pressures• Global access to knowledge• Adapting to local conditions

Sustainable competitive advantage• Shorter life-cycle of innovation• Knowledge as an infinite resource• Direct bottom-line returns

“ The capacity to manage human intellect-and to transform intellectual output into a service or a group of services embodied in a product-is fast becoming the critical executive skill of this era.”

@James Brian Quinn, 1992

What is Knowledge?In Western epistemology: Justified True Belief

We need to deal with other aspects of Knowledge:

• Internalized, Actionable Information• Context - specific and relational• Dynamic - created in social interactions• Humanistic - deeply rooted in individuals’ value system.

Hence, we define Knowledge as :

A dynamic human process of justifying personal belief and skill toward the “truth”

What is Knowledge Management?

“Knowledge Management is the leveraging of knowledge in an organization for the purpose of capitalizing on intellectual capital”

What is Knowledge Management?

“Knowledge Management is the processes necessary to capture, codify, and transfer knowledge across the organization to achieve competitive advantage. …, we focus on KM as infrastructure for business applications, not as an application itself.”

@Pearlson, 2001

Knowledge

“The sum of what is known: a body of truths, principles, and information that, in a business context, guide operation”

What is Intellectual Capital?

“Knowledge that has been identified, captured, and leveraged to produce higher-value goods or services or some other competitive advantage for the firm.”

@Pearlson, 2001

How can we start?

What?...“Learn from best practices and lesson learned” => Model & Framework

How?...“Just do it, you will learn more and be insight.”=> Learning & Improvement

Promote Environment

FIGURE 9.1 The relationships between data, information, and knowledge.1

1 Adapted from Thomas H. Davenport, Information Ecology (New York: Oxford University Press, 1997) p. 9.

Data

Simple observations of states of the would• Easily captured• Easily structured• Easily transferred• Compact, quantifiable

Information

Data endowed with relevance and purpose• Requires unit of analysis• Needs consensus on meaning• Human mediation necessary• Often garbled in transmission

Knowledge

Valuable information from the human mind; includes reflection, synthesis, context• Hard to capture electronically• Hard to structure• Often tacit• Hard to transfer• Highly personal to the source

More human contribution

Greater value

Data, Information, and Knowledge

Types of Knowledge Management Practices

Project Percent of Companieswith Project Underway

Creating an intranet 47%

Data Warehousing/creating knowledge repositories 33%

Implementing decision - support tools 33%

Implementing groupware to support collaboration 33%

Creating networks of knowledge workers 24%

Mapping sources of internal expertices 18%

Establishing new knowledge roles 15%

Launching new knowledge - based products or services 14%

Challenges to Sound Knowledge Management

Biggest Difficulties Percent ofRespondents

Changing people’s behavior 54%

43%

Determining what knowledge should be managed 40%

Measuring the value and performance of knowledge assets

Percent ofRespondents

34%Justifying the use of scarce resources for knowledgeinitiatives

Knowledge Management Processes

Proposition1 The greater the formal and informal networking, the greater is the information and knowledge acquisition.

Proposition2 The greater individual and organizational ability to absorb information and know-how, the more new information and know-how is acquired and the beter is the basis for decision making.

Proposition3 The more effective decision making that is applied to a larger stock of information and knowledge, the more new knowledge is created.

Proposition4 The greater is the level of new knowledge creation, the greater the amount of innovation.

Proposition5 The greater the amount of innovation, the greater the market and financial performance.

@Christine Soo et. al., California Management Review, Vol. 44, No. 4, 2002

SourcesFormal&Informal Networking Internal & External Acqaition

UsesQuality of Problem

Solving/Decision Making

OutcomesInnovation &

Market/FinancialPerformance

The individual employee and

organization’s abilityto absorb information

and know how

New organizationalknow-how flowingfrom activities and

decisions

Nature of Organizational knowledge , organizational culture and

industry structure withinwhich the firm operates

FIGURE 1The Process of KnowledgeCreation and Innovation


๏Knowledge Generation: all activities that discover new knowledge to individual, firm, or the entire discipline.

๏Knowledge Codification: capture and organization of knowledge so that it can be found and re-used.

๏Knowledge Transfer: transmitting knowledge from person or group to another, and the absorption of that knowledge

@Pearlson, 2001


๏Knowledge Generation:

Buy or Rent

Research and Development

Shared Problem Solving

Adaptation

Communities of Practice

@Pearlson, 2001


๏Knowledge (Capture and) Codification: (Davenport and Prusak)

- Defining Strategic Intent: decide what business goals the codified knowledge will serve.- Identifying and Evaluating Existing Knowledge- Determining Appropriate Media: Scanning, Organizing, Designing Knowledge Maps, Codifying Tacit Knowledge

@Pearlson, 2001


Knowledge Capture and Codification: (Davenport and Prusak)

Scanning: typically involving a combination of electronic and human approaches. Normally leave the scanning up to individual employees.

@Pearlson, 2001

Knowledge Management ProcessesKnowledge Capture and Codification:

(Davenport and Prusak)

Organizing: take the mass of knowledge accumulated through scanning and structure it into an accessible form.

One scheme for categorizing knowledge or organizational thesaurus;

1. Process Knowledge (Best Practices)

2. Factual Knowledge

3. Catalog Knowledge (People as directories of expertise)

4. Cultural knowledge

@Pearlson, 2001



Designing Knowledge Maps: Physical Mapping,Qualitative Mapping, Process Mapping, Functional Mapping,

Conceptual Mapping

@Pearlson, 2001



Codifying Tacit Knowledge through Narratives(An alternative of mentoring and apprenticeship)

@Pearlson, 2001


๏Knowledge Transfer:Refer to Ikujiro Nonaka and Hirotaka

Takeuchi“ The Knowledge Creating Company”

@Pearlson, 2001

Knowledge Management Processes(Creating Common Knowledge)

Three myths

๏Build it and they will come๏Technology can replace face-to-face๏First you have to create a learning culture

@”Common Knowledge”, Dixon, 2000

Team performsa task

Outcomeis achieved

Team explores the relationshipbetween actionand outcome

Common Knowledgeis gained

CREATING COMMON KNOWLEDGE



The transfer of common knowledge begins with the

creation of common knowledge. By adding these steps;

๏ Find a method for transferring the knowledge to a group or individual that can reuse it.๏ Translate what has been learned into a form that others can use.๏ The receiving team or individual adapts the knowledge for use in a particular context.๏ The process repeats it self with the receiving team taking action on a new task.


Team performsa task

Team performsa task

Outcomeis achieved

Team explores the relationshipbetween actionand outcome

Common Knowledgeis gained

Knowledgetransfer system

is selectedKnowledge is translatedinto a form usable by

others

Receiving teamadapts knowledge

for its own use

LEVERAGING COMMON KNOWLEDGE



Choosing the most effective way to transfer knowledge

๏ Serial transfer๏ Near transfer๏ Far transfer๏ Strategic transfer๏ Expert transfer


The Key Components of the Theory of Knowledge Creation

• The SECI Process

• The Concept of “Ba”

• Knowledge Assets

• Leadership

Individual Group OrganizationKnowledge Level

Inter-organizationOntologicaldimension

EpistemologicalDimension

ExplicitKnowledge

TacitKnowledge

Two dimensions of knowledge creation

SECI : The Knowledge ConversionProcess

Socialization Empathizing

ExternalizationArticulating

Internalization Embodying

CombinationConnecting

Tacit Tacit

Explicit Explicit

ExplicitExplicit

Tacit

Tacit

COMBINATION

Combining existing explicit knowledge through exchange and synthesis into new explicit knowledge

INTERNALIZATION

Converting explicit knowledge into tacit knowledge; learning by doing; studying previously captured explicit knowledge (manuals, documentation) to gain technical know-how

Explicit Knowledge

EXTERNALIZATION

Articulating and thereby capturing tacit knowledge through use of metaphors, analogies, and models

SOCIALIZATION

Transferring tacit knowledge through shared experiences, apprenticeships, mentoring relationships, on-the-job training, “talking at the water cooler”

Tacit Knowledge

Explicit KnowledgeTacit Knowledge

FIGURE 9.8 The four modes of knowledge conversion.Source: Ikujiro Nonaka and Hirotaka Takeuchi, The Knowledge-Creating Company (New York: Oxford University Press, 1995) p. 62.

TO

Metaphor and/or Analogy for Concept Creation

Product (Company)

City(Honda)

Mini-Copier(Canon)

Home Bakery(Matsushita)

Metaphor/Analogy

“Automobile Evolution” (metaphor)

The sphere(analogy)

Aluminum beer can(analogy)

Hotel bread(metaphor)Osaka InternationalHotel head baker(analogy)

Influence on Concept Creation

Hint of maximizing passenger space asultimate auto development“Man-maximum, machine-minimum”concept createdHint of achieving maximum passengerspace through minimizing surface area“Tall and short car (Tall Boy)” concept createdHint of similarities between inexpensive aluminum beer can and photosensitivedrum manufacture“Low-cost manufacturing process” concept createdHint of more delicious bread

“Twist dough” concept created

In Product Development

SECI Process (1)Socialization1. Capturing tacit knowledge by walking around outside the company

The process of acquiring knowledge/information through direct interaction with suppliers or customers

2. Capturing tacit knowledge by walking around inside the companyThe process of acquiring knowledge/information by accessing actual job sites in the company and collecting the latest available information

3. Accumulating tacit knowledgeThe process of accumulating and systemizing acquired knowledge/information into oneself.

4. Disseminating tacit knowledgeThe process of transferring one’s ideas or image directly to colleagues or subordinates.

Externalization5. Articulating tacit knowledge

The process of expressing one’s ideas or images in words, concepts, or forms by dialogue, using deductive/inductive and abductive methods e.g. metaphor/analogy)

6. Eliciting/translating tacit knowledge to explicit knowledgeThe process of “translating” tacit knowledge of customers or experts into readily understandable form.

SECI Process (2)Combination7. Capturing and integrating new explicit knowledge

The process of collecting externalize 4 d knowledge (e.g.public data) from inside/outside the company and combining them.

8. Disseminating explicit knowledgeThe process of transferring explicit knowledge directly by using presentations or meetings.

9. Editing explicit knowledgeThe process of editing or processing explicit knowledge to make it more usable (e.g.documents such as plans, reports, market data and so on.)

Internalization10. Embodying explicit knowledge through action and practice

The process of internalizing explicit knowledge (e.g. on-the-job training), in order to actualize concepts or methods about strategy, tactics , innovation, or improvements.

11. Embodying explicit knowledge by using simulations or experimentsThe process of learning new concepts or methods in virtual situations

The SECI model of knowledgecreation and utilization

socialization Externalization

Internalization Combination

Sharing and creating tacit knowledge through direct experience

Learning and acquiring new tacit knowledge in practice

1. Walking around inside the company

2. Walking around outside the company3. Accumulating tacit

knowledge4. Transferring of tacit

knowledge

10. embodying of explicit knowledge through action and practice

11. Using simulation and experiments

Articulating tacit knowledge through dialogue and reflection

Systemizing and applying explicit knowledge and information

5. Articulating tacit knowledge

6. Translating tacit knowledge

7. Gathering and integrating explicit knowledge

8. Transferring and diffusing explicit knowledge

9. Editing explicit knowledge

Socialization

Tacit knowledge

Explicit knowledge

Tacit

kno

wled

geExplicit knowledge

Individual Group OrganizationKnowledge Level

Inter-organizationOntologicaldimension

EpistemologicalDimension

ExplicitKnowledge

TacitKnowledge

Spiral of organizational knowledge creation

SocializationInternalization

ExternalizationCombination

Ba : Shared Context in motionBa is a place where one shares a context with others to create meanings (= change the context)Participants understand the contexts of others and oneself, and through interaction, change the contexts.

It con be :• Physical - Office, Dispersed business space, Knowledge -

affording architecture• Virtual - E-mail, Teleconference• Mental - Shared experiences, ideas, ideals

Ba : Shared Context in motion

IndividualContext

IndividualContext

Physical or Virtual Space(Action)

Mental Space(Emotion, Cognition, Value)

Ba

SharedContext

Leading Knowledge Creation and Innovation

๏ Provide Knowledge Vision- “What do we exist for?” “Where are we going?”

๏ Develop and Redefine Knowledge Assets- What we have and what to create

๏ Build, Maintain, Energize, and Connect Ba- Select participants who can bring in various contexts, create the energy in ba, define the boundary of ba, protect and open the boundary according to need, transcend boundaries among ba.

๏ Lead Knowledge Creation and Utilization (SECI) Process- Initiating challenging, knowledge-mobilizing project with courage/commitment

- Sharing Knowledge Disciplines (Kata)- Developing Distributed leadership- Nurturing Emotional Knowledge (care, love, trust, safety)- Acting and thinking in Context

Four Categories of Knowledge Assets

SocializationEmpathizing


InternalizationEmbodying


Continuous Innovation

Knowledge Assets

Leadership

Provide Knowledge Vision

Build and Energize Ba Promote and Facilidte SECI

Tacit

Tacit Explicit

Explicit

What is “Kata”๏ “Kata” (Knowledge Discipline) is the core of ideal and action of

- individual (Master, ex. Biishiki or ideal form of doing things)- group/team (good Ba, ex.Waigaya)- organization (excellent company, ex.pattern of business strategy)

๏ Truth, goodness, and beauty are embedded in Kata as Shu (learn), Ha (break), and Ri (create) steps are critical in continuous self renewal process๏ Good Kata functions as archetype that fosters creative routine but

provides higher freedom๏ Kata has a high quality feed back function that sharpen senses and

help to notify and modify the differences between predicted out comes and reality

๏ Kata provides the basis for process knowledge by activating five senses that help creating context merging time, space, and body, and sharing of such knowledge asset is conducive to synthesizing capabilities of individual/group/organization

Basic Assumption on Human Nature & Shared Manner of Knowledge

GEHuman live to compete When competition is at its keenest, he’s living life at its fullest- Discover who has “the best” ideas, and put those ideas into practice.

• What does your globalcompetitive environment look like?

• In the last three years, what have your competitors done?

• In the same period, what have your done to them?

• How might they attack you in the future?

• What are your plans to leapfrog

HondaHumans live to create -”The Human being is born as a free and unique individual with the capacity to think, reason and create - and the ability to dream.”- Three reality principle ; Go to the actual place, Know the actual situation, Be realistic.

- Respect sound theory, develop fresh ideas and make the most effective use of them.

• A00 - What do you do this for? (Teleonomical)

A Tale of a Japanese Knowledge-Creating Company (Nippon Roche)

Frequent market ResearchVariable information Sources Clear targets

Learning by doing Focus on customer needsSeek appointments for meeting

Use best timing for meeting DrsImprovise with doctors considering time and space

Limited information sourcesUnclear targets

Learning by manual Neglect customer needsMake just only product callsDo not take notes

Look for manual

High-Skilled

MR

Average MR

Product & Medical Knowledge Targeting Access Detailing Skills

BlackBox

SECI, Ba, Knowledge Assets, and Leadership at Nippon Roche

SocializationEmpathizing


InternalizationEmbodying


Continuous Innovation

Knowledge Assets

Leadership

Provide Knowledge Vision

Build and Energize Ba Promote and Facilitate SECI

Tacit

Tacit Explicit

Explicit

Customer Innovation to Organizational Innovation

The SSTproject

Lessons Learned from Nippon RocheLesson 1 : High-quality tacit knowledge (HQTK) is embedded in

highly-skilled people and they develop such HQTK through personal experiences

Lesson 2 : Working together (full-time) with right people is critical for capturing and utilizing HQTK

Lesson 3 :Mentoring, coaching, and storytelling by the experts (external only) are not adequate for creating knowledge-coaching by selected people (internally) and hands-on efforts are critical for capturing and utilizing HQTK in knowledge processes

Lesson 4 : Implementation of information technology (IT) can extend the networks of knowledge activists

Lesson 5 :Recognizing the power of tacit knowledge, creating knowledge through capturing and utilizing HQTK embedded in highly skilled people, making it explicit, synthesizing tacit and explicit knowledge, and distributed leadership roles for incorporating synthesized knowledge into key organizational activities can contribute to continuous innovation at organizational level

A Firm as an Organic Configuration of Ba

What determines the firm’s boundary?

Ba can be created with customers, vendors, or competitors

๏ Knowledge vision๏ Organizational structure๏ Incentive system๏ Corporate culture and organizational routines๏ Leadership

Managing “Ba” : Distributed Leadership

Top management creates and exploits “space” based on a holistic view of the game as an “outsider” Middle managers have to fine, create, and exploit”space” in the field as an insider while sharing the holistic view with the coach.

Future Challenges for Knowledge Management๏ Recognizing the power of tacit knowledge and utilizing

HQTK embedded in highly-skilled people๏Facilitating the knowledge spiral (the SECI process) ;

creating Ba, where knowledge con emerge and thrive ; exploiting knowledge assets (particularly skills and experiences) ; nurturing self-motivated knowledge activists (distributed leadership) and providing them freedom to go beyond corporate hierarchy for co-sensing and co-creating knowledge with others (within and outside of organizations)

๏ Developing knowledge discipline (kata) and synthesizing capabilities at individual, group/team, organizational, and inter-organizational levels for creating knowledge and sustaining continuous innovation for competitive advantage in the repidly changing global business environment

Four commonly used categories of intellectual measures

๏ Human Capital : The knowledge, skills, and competencies of People in an organization๏ Innovative Capital :The capability of an organization to innovate and to create new products and services๏ Process Capital : An organization’s processes, techniques, systems, and tools.๏Customer Capital : The Value of and organization’s relationships with its customers

Core Intellectual Capital measures

Retention of Key Personnel the percentage of employees most essential tothe organization retained during the previous year

Ability to Attract Talented percentage of openings requiring advance degrees or People substantial experience filled in the previous yearIT Literacy percentage of employees with a basic level of

proficiency in standard office computer applicationTraining Expenditures as total expenditures on training in the previous year as a Percent of Payroll a percent of the organization’s annual payrollReplacement Cost of average cost to recruit, hire, and train someone to fillKey Personnel an essential job in the organizationEmployee Satisfaction percentage of employees highly satisfied with the

organization and their jobEmployee Commitment percentage of employees highly dedicated and

committed to organization

IndicatorHuman Capital Measure


R&D Expenditures total expenditures on conceiving and designing newproducts and services in the previous year

Percentage of Workforce percentage of employees with primary responsibilityInvolved in Innovation for conception and design of new products and

services

Product Freshness percentage f all current products and servicesintroduce in the last three year

Process CapitalProcess Documented percentage of business-critical process documentedand Mapped and analyzed

Use of Documented percentage of document processes being utilizesProcesses

IndicatorInnovation Capital Measure


Customer Satisfaction percentage of customers completely satisfied with products and services

Customer Retention percentage of top customers ending sales contract in the previous year

Product and Service percentage of customers reporting complaints aboutQuality products or services

Average Duration of average number of years existing customers Customer Relationship have been purchasing products and services

Repeat Orders percentage of existing customers that previouslypurchased products or services

IndicatorCustomer Capital Measure

Elective Intellectual Capital measures

Human Capital๏ organizational learning๏ effectiveness of learning transfer in key areas๏ management creditability๏ employee wages and salaries๏ educational levels-percentage of college graduates๏ employee empowerment๏ management experience๏ time in training๏ percentage of employees with X = years of service๏ empowered teams


Innovation Capital๏ number of copyrights and trademarks๏ number of patents used effectively ๏ planned obsolescence๏ new opportunities exploited๏ new markets development investment๏ R & D productivity๏ sales from products released in past five years๏ research leadership๏ net present value (NPV) of patents๏ effectiveness of feedback mechanisms๏ average age of patents๏ percentage of R&D invested in product design๏ number of patents pending๏ number of new ideas in knowledge management database๏ direct communications to customer per year


Process capital๏ strategy execution ๏ quality of decision ๏ percent of revenues invested in knowledge management๏ percent of company effectively engaged with customers๏ IT access per employee๏ cycle time๏ IT investment per employee๏ process quality (defects, error rates๏ time-to-market๏ collaboration levels๏ IT capacity (such as CPU)๏ IT capacity per employee๏ operation expense ratio๏ administrative expense per total revenues database


Customer Capital๏ market growth๏ customer needs met๏ marketing effectiveness๏ annual sales per customer ๏ market share๏ average customer size (in dollars)๏ five largest customers as percentage of revenues๏ days spent visiting customers๏ support expense per customer๏ image-enhancing customers as percentage of revenues

Measuring the Value of Knowledge Management

1. Project-Based Measures

2. The Intellectual Capital Report

3. Valuation of Knowledge Capital

@Pearlson, 2001


1. Project-Based Measures

@ Enhanced effectiveness

@ Generate revenue from existing knowledge assets

@ Increased value of existing products and services

@ Increased organizational adaptability

@ More efficient re-use of knowledge assets

@ Reduced costs

@ Reduced cycle time

@Pearlson, 2001


2. The Intellectual Capital Report

@Pearlson, 2001

Skandia intellectual capital framework

Market Value

Shareholder’ Equity Intellectual Capital

Human Capital Structural Capital

Organizational Capital Customer Capital

FIGURE 9.10 Skandia intellectual capital framework.


3. Valuation of Knowledge Capital

Knowledge capital is the value the customer places on goods and services over the cost of sales and cost of capital (i.e. the surplus value of corporate knowledge in excess of traditional accounting measures.

@Pearlson, 2001

4. Knowledge Management

Can Be Measured

Through

Innovative Outputs

@Christine Soo et. al., California Management Review, Vol. 44, No. 4, 2002

เน�อหาการบรรยาย

ความรเก�ยวกบ Knowledge Management1

เคร�องมอสาหรบการจดการความร2

การนา IT มาใชในการจดการความร4

เทคโนโลยการบนทกเน�อหาจากการถายทอดความร3

สวนท� 2 กรณศกษา บรษท ปนซเมนตไทย จากด (มหาชน)

Introduction

ความหมายของคาวา “การจดการความร”

การจดการความรมความสาคญตอองคกรอยางไร

กรณเปนองคกรธรกจท�แสวงหากาไร

กรณเปนหนวยงานราชการ

อะไรคอส�งปดก �นมใหความรไหลผานจากคนหน�งไปยงอกคนหน�ง

(สาเหตท�ทาใหคนเรา ยอมถายทอดความร ใหกบผอ�น)

อะไรบางท�เรยกวาเปน “ความร” ท�ตองนามาจดการ

กจกรรมอะไรบางท�ถอวาเปน “การจดการความร”

Introduction

กระบวนการในการแสวงหาความร หรอการนาความรท�มอย มา ใชซ� า หรอ ตอยอด เพ�อ ใหเกดประโยชนตอองคกร

วธการใดกตามท�มเปาหมายเพ�อพฒนางาน/พฒนาคน ขององคกร

โดยผานกระบวนการแลกเปล�ยนเรยนร ระหวางกน ถอวาเปนการจดการความรท �งส�น

ความรเก�ยวกบ Knowledge Management

ปจจยจากภายนอกองคกร

ในยคน� เทคโนโลยมการเปล�ยนแปลงรวดเรวมาก

คแขงขนตางกต�นตวในเร�องการพฒนาตนเองอยางไมหยดย �ง

ใครมความรมากกวาและรวดเรวกวาคอผชนะ


ปจจยจากภายในองคกร

เรามกจะทาผดซ�าซากในส�งเดมๆ

ความรท�ตดกบตวบคคล เม�อมพนกงานลาออกหรอโยกยาย องคกรกจะขาดความรน �นไปดวย

เราม Best Practices ท�ดหลายอยางใน

องคกร แตไมนามาใชใหเกดประโยชน

เรามกจะคดใหมทาใหมอยเสมอ ท �งๆท�


จดประสงคของการจดการความร

ตองการพฒนาพนกงานใหมความร ความสามารถเหนอกวาคแขงขน

ตองการทาธรกจชนะคแขงขน

ตองการทาใหลกคาพงพอใจ

ตองการลดตนทน

ตองการเกบความรไว ไมใหร�วไหล

ตองการสรางผลตภณฑและบรการใหมคณภาพ

ตองการทาภารกจใหบรรลวสยทศนของ

1

ความไววางใจ

2

ความรกใครความสนท

สนม

3

ผลประโยชน

สาเหตท�ทาใหคนเรายอมท�จะถายทอดความรใหแกผอ�น

อะไรบางท�เรยกวาเปนความรท�ตองนามาจดการ

ความรท�องคกรตองการ คอ ความรท �ตอบสนองกลยทธตางๆ

ขององคกร Core Competency ขององคกร

ความรท �สรางความแตกตางจากคแขงขน

สามารถสรางใหลกคาเกดความพงพอใจ

ความรท �สามารถนามาใชแกปญหาตางๆได

นวตกรรมตาง ๆ

กจกรรมอะไรบางท�ถอวาเปนการจดการความร

การกระทาใดๆ กตาม ท�มเปาหมายเพ�อพฒนางานของกลมหรอของตนเอง โดยผานกระบวนการแลกเปล�ยนเรยนร จากประสบการณ หรอจากความรท�เกดข�นในงาน ถอเปนการจดการความรท �งส�น

กจกรรม ISO

Cell Management

การบนทก Lesson Learned

การบนทก After Action Review

การสราง Community of Practice

การใชประโยชนจาก Best Practice

การจดทา Knowledge Mapping

การนาระบบ IT มาใชในการจดการ

KM Strategic Model

สรางคานยมและพฤตกรรมของพนกงานรวมถงการสรางวฒนธรรมองคกรเพ�อกาวไปส องคกรแหงการเรยนร (Learning Organization)

ปรบปรงสภาพแวดลอมในท�ทางานใหเอ�ออานวยตอการแลกเปล�ยนเรยนร

จดกจกรรมท�สนบสนนการแลกเปล�ยนเรยนรและการนาความรไปใชใหเกดประโยชนตอองคกร

จดโครงสรางทางสงคมท�ไมฝนกบธรรมชาตของการถายทอดความร

ใชเทคโนโลยสารสนเทศเพ�อสรางInfrastructure,

Knowledge Databaseและ Tools ตางๆ

การจดการความร

สวนบคคล

การบรหารจดการความร 2 ระดบ


ระดบองคกร(Macro)

KnowledgeManagement


สวนบคคล(Micro)

KM

ในองคกร สวนบคคล

สรางวฒนธรรมองคกรใหพนกงานเกดความใฝเรยนร

สรางบรรยากาศในการ แลกเปล�ยนเรยนร

สรางเคร�องมอ- Knowledge Capturing Tools- Knowledge Sharing Tools - E-Learning Tools- Knowledge Mapping- Community of Practice

จดการความรอยางเปนระบบ- กาหนดขอบเขตของความรท�องคกรตองการ

- จดทา Knowledge Mapping

- สรางหรอแสวงหาความรท�ยงขาดอย- จดเกบความรท�มอยหรอท�จดหามาใหเปนระบบ- จดใหมกจกรรมการแลกเปล�ยนเรยนรระหวางพนกงาน- นาความรไปกอใหเกดประโยชนกบองคกร- วดผลและประเมนผลเพ�อนามาแกไขขอบกพรอง

สารวจตวเอง

พฒนาตวเอง

นาความรไปใช- คนหาจาก

Search Engine

- ถามปญหาจะ ปรกษาใคร- ทา AAR

- บนทก

แบงปนความร

- สราง Blog

- รวมกจกรรม Show & Share , Book Briefing

ปรบเปล�ยนทศนคตใหเปนคนใฝร

บนทกความร

แสวงหาความร

เปนทางการ ไมเปนทางการ

E-LearningClassroom

เรยนรจากคนอ�น

เรยนรดวยตนเอง- จาก Search Engine

- จาก Wikipedia

- จากหองสมด- จากรานหนงสอ- จากการ Load BitTorrent

- จาก Google Hack

- จาก YouTube

- และอ�นๆ

สราง Infrastructure

- Knowledge Database

- Intranet & Internet

การจดการความรระดบองคกร



Peter M. Senge กลาววา....องคกรใดจะเปนองคกรแหงการเรยนรได บคลากรในองคกรน�น ตองมคณลกษณะ 5 ประการ(The Fifth Discipline) ท�สาคญ ไดแก

1. Personal Mastery 2. Mental Models 3. Shared Vision 4. Team Learning5. Systematic Thinking

David Garvin กลาววา...องคกรแหงการเรยนรจะตองเปนองคกรท�สามารถพฒนาหรอแสวงหาความรใหมๆ มาใชประโยชนตอองคกร น�นคอการม Innovation

Documents

Knowledge Management: From Theory to Practice · Knowledge Management: From Theory to Practice ดร. ปริญญา ทุมสท้าน สถาบันดํารงราชานุภาพ