Knowledge Management Strategy, Practice of Knowledge Work in the ion , Lecture 2

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Knowledge Management

Strategy

Lecture 1

Concept of KnowledgeManagement in the

Organisation

By

Rahat Kazmi

January 2012



Learning Objectives

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• Knowledge Management Systems Life Cycle

• Knowledge Creation and Knowledge Architecture

• Capturing Tacit Knowledge

• Knowledge Codification

• System Testing and Development

• Knowledge Transfer and Knowledge Sharing

•

Knowledge Transfer in the E-World• Learning from Data



KNOWLEDGE WORKER









DEFINITELY NOT





Who (and what) is

Knowledge Worker







































































































Core Competencies

• Thinking skills — having a vision how theproduct or the company can be better

• Continuous learning — unlearning and

relearning in tune with fast-changing

conditions

• Innovative teams and teamwork — via

collaboration, cooperation, and

coordination

• Creativity — ”dreaming” new ways to

advance the firm





Core Competencies (cont’d)

• Risk taking and potential success — making joint decisions with

calculated risk

• Decision action taking — be willing

to embrace professional discipline,

patience, and determination

• Culture of responsibility toward

knowledge — loyalty and

commitment to one’s manager or

leader





Traditional vs. Smart Managers

Action-oriented Learning-oriented Spend most timesupervising, delegating,

controlling and ensuringprocedures are complied

Focus on organizationallearning to ensure

operational excellence

Mastered the work of thesubordinates because they

were once workers

Expected not to havemastered the work of the

subordinatesA supervisor and an ordergiver

A facilitator and a teacher





Major Challenges• Get the organization moving

towards achieving goals in linewith rate of change

• Promote active learning toimprove knowledge worker’s

capacity to create, produce, andrespond to change

• Provide opportunities forknowledge workers to brainstormideas, exchange knowledge, anddevise new ways of doingbusiness



Responsibilities of Smart




Managers

• Managing knowledge workers

•Searching out, creating,sharing, and using knowledge

regularly

• Maintaining work motivation

among knowledge workers





• Hiring or recruiting bright,

knowledge-seeking

individuals

• Managing collaboration,

coordination, and

concurrent activities amongknowledge workers


Managers (cont’d)



Factors Affecting Knowledge



Factors Affecting Knowledge

Worker’s Productivity

• Time constraint

• Knowledge workers

performing tasks that the

firm did not hire them to do

• Work schedule mismatch

• De-”motivation” against

knowledge worker’s

productivity







Responsibilities of the CKO



Responsibilities of the CKO

• Maximize returns on investment in

knowledge — people, processes,and technology

• Share best practices and reinforce

benefits of knowledge sharingamong employees

• Promote company innovations and

commercialization of new ideas

• Minimize knowledge loss at all

levels of the business





Role of the CKO (In Summary)

• Agent of change

• Investigator

• Linking pin

• Listener

• Politician





Key CKO Attributes

• Teaching and selling

• Communicating — speaking the language of

the user, mediate, and working with

management at all levels

• Understanding — e.g., identifying problem

areas and determining their impact





• Technical Skills

– Broad knowledge of business practice and

ability to translate technical information at

employee level

– Making effective use of technical and non-

technical elements in KM design

– Knowledge of information technology ,

information systems, and how information is

transformed into knowledge

Key CKO Attributes (cont’d)





CKO’s Success Factors

• Focus less on problems and

more on successes and

opportunities

• Adopt an attitude that viewschallenges as opportunities

• Work on creating tomorrow’s

business instead of focusingon yesterday’s problems





Incentives and Motivation

•

Use monetary awards,bonuses and special prizes for

teams or individuals for

unique contributions

• Flextime allows the team to

decide on when to work,

when to quit, and so forth

• Publicize success throughoutthe firm



Q i ???



Questions???

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Documents

Knowledge Management Strategy, Practice of Knowledge Work in the ion , Lecture 2