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Knowledge Management Concepts and Frameworks by Dr. José Cláudio C. Terra - www.terraforum.com.br
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Paris, 9 Février 2005
Knowledge Management:
concepts
frameworks
Dr. José Cláudio C. Terra
p. 2Paris, 9 Février 2005
Knowledge Management
What‟s hot
• Corporate Universities
• E-learning
• Competence Mapping
• Portals & Content Management
• Communities of Practice
• Yellow Pages
• Lessons Learned
• Competitive intelligence
• Idea Management
What‟s emerging
• Knowledge Strategy
• Taxonomy
• Innovation Networks
• Knowledge markets
• KM
• Knowledge Protection
• Intellectual Capital Measurement
• Project Management & KM
• Corporate Memory
p. 3Paris, 9 Février 2005
KM in Brazil: what we have been working on…
Knowledge Management
Innovation Management
Corporate Portals
Business Intelligence
p. 4Paris, 9 Février 2005
KM in Brazil: what we have been working on…
Broad KM-readiness
Assessment
Model for KM
Governance for Holding
company
Model for KM
Governance for
Government
Model of Governance
associated to ISO 9000
Strategy for knowledge
protection
Roadmap for prioritizing
KM initiatives
Modelling of Knowledge
market & CoPs
Change management
Organizational Memory
Selection of corporate
portal & collaboration
technologies
KM applied at large
engineering projects
Benchmarking of KM
projects
Idea & Innovation
Management
Consulting for e-learning
projects
Implementation of
corporate portal
Implementation of
Communities of Practice
Yellow pages
Development of
taxonomies
Method of KM
Usability
Digital environment for
collaboration and project
management in R&D
Competitive Intelligence
portals
Strategic Level Tactical Level Operational Level
p. 5Paris, 9 Février 2005
KM: what kind of skills have proved very useful…
• Strategists
• Change
Management
• Work & Process
designers
• Information
architect
•Taxonomy
experts
• IT experts
Project Management
Knowledge & Learning theories
p. 6Paris, 9 Février 2005
“What Knowledge Management offers us is insight
into aspects of management that we have failed to
understand properly because of our failure to
consider the nature and characteristics of
knowledge”
Professor Robert M. Grant, Georgetown University
The Context for KM
p. 7Paris, 9 Février 2005
Key Assumption
Organizations that are market leaders tend to
excel in product leadership, operational
efficiency, or customer intimacy. These
organizations work hard to fully leverage both
internal and external expertise, ideas, and
information for strategic and tactical advantage.
In other words, KM is integrated, strategic, and
pervasive.
p. 8Paris, 9 Février 2005
Key Assumptions
Knowledge processes do not generate value if
disconnected from business processes and
priorities.
p. 9Paris, 9 Février 2005
Operational Definition of KM
“KM means focused attention on and constant
improvement of the key processes, people
issues and technology involved with the creation,
identification, organization, dissemination,
protection and usage of strategic knowledge in
order to improve the firm’s results and benefit
employees’ on-going learning.”
p. 10Paris, 9 Février 2005
Tacit – abstract
Tacit – know-how
Competences
Metaphors, Values and Stories
Spoken
Codified (scientific, processes, softwares)
Embodied
What kind of knowledge has value for organizations?
They demand very
different approaches
p. 11Paris, 9 Février 2005
Some ideas about knowledge...
Knowledge is revealed in action or in its products
We know a lot more than we can tell
Knowledge depends on context
Knowledge is cumulative
Knowledge may take a long time to develop and
then... Eureka!
Complexity demands multiple types of knowledge
Knowledge is socially built
p. 12Paris, 9 Février 2005
KM: it is necessary to have a double
perspective !!!
Organization’s perspective
Employee’s perspective
Objectives of Knowledge Management
p. 13Paris, 9 Février 2005
The Needs of the Knowledge Worker?
Employee’s perspective
p. 14Paris, 9 Février 2005
Balance personal and
professional life
Access many applications
throughout the day
Save time and avoid low-
value activities
Work anywhere
Balance individual and team
work Manage information
overload
Publish information and
knowledge to specific
audiences
Know what and who to trust
The Needs of the Knowledge Worker?
Employee’s perspective
p. 15Paris, 9 Février 2005
Learn continuously
Collaborate with others
• from same department
• from other departments
• from other organizations
Develop one’s own identity
Be heard and recognized
Be positively surprised
Have access to information and
knowledge anytime, anywhere
The Needs of the Knowledge Worker?
Employee’s perspective
p. 16Paris, 9 Février 2005
Knowledge Worker: how do they learn?
Formal Education
Corporate Training
Working – Doing –
Making Mistakes / Innovating
Teaching
Access to Information Chatting
Writing
Reflecting
Wanting toLearn
Knowing what tolearn
Telling Stories
p. 17Paris, 9 Février 2005
Knowledge Management: Key Knowledge Actions
Expertise
Directing cross silo
collaborative working
Encouraging learning
and insights
Building external networks
Turning good practice into
common practice
Ensuring that expertise can
be located
Information
Providing an appropriate
architecture
Preventing information
duplication and filling gaps
Mobilizing customer, market
and competitor intelligence
Developing processes to
capture intellectual capital
Ideas
Encouraging creative
communities
Supporting idea sharing
and application
Facilitating the identification
of relationships
Providing the time and
permission for reflection
Valuing diversity and
fresh eyes on problems
and processes
Adapted from Knowledge Proposition, TFPL.
Connecting
people to people
Connecting
people to content
Fostering a
supporting
environment
p. 18Paris, 9 Février 2005
Knowledge Management: issues related to k transfers..
CONTEXT AND TYPE
OF KNOWLEDGE
Characteristic
of
individuals
Characteristics
of
environment
Processes and Infrastructure
p. 19Paris, 9 Février 2005
PersonalPower
PersonalProductivity
&Effectiveness
Institutionaland
OrganizationalRewards
PersonalCurrency
Learning&
Solving
IntrinsicRewards
Networking&
Visibility
Sharing can be a source of personal power
p. 20Paris, 9 Février 2005
Sharing can be a source of personal power
NOT
IMPORTANT
VERY
IMPORTANT
PersonalProducitivity
&Effectiveness
Institutionaland
OrganizationalRewards
PersonalCurrency
Learning&
Solving
IntrinsicRewards
Networking&
Visibility
NOT
IMPORTANT
VERY
IMPORTANT
NOT
IMPORTANT
VERY
IMPORTANT
NOT
IMPORTANT
VERY
IMPORTANT
NOT
IMPORTANT
VERY
IMPORTANT
NOT
IMPORTANT
VERY
IMPORTANT
p. 21Paris, 9 Février 2005
KM: it is necessary to have a double
perspective !!!
Organization’s perspective
Employee’s perspective
Objectives of Knowledge Management
p. 22Paris, 9 Février 2005
K.M.
Not reinvent
the
wheel
Provide
Relevant
Information
J.I.T.
Integrate
External
Information &
Knowledge
Facilitate
Individual
Contribution
Reduce
Silos of
Information
Sell
Knowledge
Integrate
Divisions and
Companies
Increase
Collaboration
at all
Levels
Internal and
External
Benchmark
Acelerate
Learning
Map
Individual
Competencies
Protect
Intellectual
Capital
Sell
Knowledge
Objectives of Knowledge Management
p. 23Paris, 9 Février 2005
Managing Knowledge can be supported by many types of initiatives...
Str
ate
gic
ITO
rga
niz
ati
on
al
De
ve
lop
me
nt
Succession
planning
Community of Practices
Yellow pages of experts
Search engines
Taxonomy
Innovation Processes
Lessons Learned & Best Practices
E-Learning
Programa de
idéias
Coaching & mentoring
„Story telling‟
New knowledge
& InnovationCodification Organization Sharing Dissemination Protection
Memory of Projects
Client & Supply-chain Portals
Enterprise Memory
Benchmarking
Competitive Intelligence
Mapping of competences
Knowledge
Protection
Corporate Communications
Corporate Portals & Content Management
Document Management
Career planning
Knowledgebases
Mapping of processesCompetence
Centers
M & A
Hiring
Lições
aprendidas
Blogs e Wikis
Climate Surveys
Security Policies
p. 24Paris, 9 Février 2005
It is a good idea to start with the top management issues!
XKnowledge
Management
p. 25Paris, 9 Février 2005
It is a good idea to start with the top management issues!
Core Competence & Key business processes
Knowledge domains
Knowledge & information sources
Knowledge challenges
Knowledge methods
IT infr
astr
uctu
re
K c
ulture
Knowledge governance
p. 26Paris, 9 Février 2005
Management System
KM - Macroprocesses
PrioritiesCorporate
Alignment
Shared
ResourcesAccountabilityBudget
Replicate
Methods
Change
Management
Tested IT
platfoms
Process-oriented KM
KM needs to be integrated in the management system of
the organizations ...
p. 27Paris, 9 Février 2005
...Each process needs to incorporate KM methods and
tools....
Business Processes
Inovate/create
Codify
Organize
Sharing
Disseminate
Protect
KM
cycle
p. 28Paris, 9 Février 2005
...one should, however, start by the business issues...
what is the business issue?
what is the scope of the work?
what kind of knowledge is involved?
what is the knowledge challenge?
which methods can be used?
what kind of tools will need to be used?
what kind of governance needs to be in place?
how can the results be measured?
p. 29Paris, 9 Février 2005
Measuring Results in KM initiatives
Qualitatives Quantitatives
Factors
BusinessIm
pact
Type of Measurement
Lead-time reduction
KM
Activity - Inputs
Activities - AcessProcess Auditing
Satisfaction level
Performance of Systems
Innovation
Integration
TerraForum Consultores ©
Problem Resolutions
Talent retention
Global Perspective
Competence development
Cost reductionAdditional Sales
p. 30Paris, 9 Février 2005
Cost of doing business
A few reflections on measuring KM
You only manage what you measure!
Quantitatives x Qualitatives
Leaders x Managers
Time x ROI
Knowledge worker productivity
p. 31Paris, 9 Février 2005
Not everything that counts can be counted;
Not everything that can be counted, counts...
Albert Einstein
A few reflections on measuring KM
p. 32Paris, 9 Février 2005
Approach: Broad KM Assessment
D1 – Strategy & Senior Management
D2 – Information Systems & Communication
D3 – Organizational Culture
D4 – Work Processes & Organization
D5 – Human Resources Management Policies and Practices
D6 – Measurement of Results
D7 – Learning through Partnerships & Monitoring of Environment
KM: 7 Dimensions
p. 33Paris, 9 Février 2005
The Seven Dimensions
Why 7 Dimensions- PART I
KM is not a single project, but a series of initiatives aimed at
improving knowledge processes
There are underlying organizational characteristics and
management practices that make KM more or less effective
A number of market leaders excel at managing knowledge
without having ever heard about “knowledge management”
Major failings in one dimension may prove fatal to KM initiatives
p. 34Paris, 9 Février 2005
The Seven Dimensions
Why 7 Dimensions- PART II
The 7 Dimensions Methodology looks into key aspects that
organizational theory has shown to influence how valuable
information, ideas and knowledge is created, organized,
validated, shared, used and protected in organizations.
Knowledge processes are embedded in the political, cultural,
social and working processes of any organization.
the 7 Dimensions approach looks into the enabling conditions
(the fundamentals) that make the knowledge management
perspective a sustainable proposition.
p. 35Paris, 9 Février 2005
The Seven Dimensions
Why 7 Dimensions- PART III
Each typical organizational knowledge management
goal (e.g. Innovation, learning, sharing, etc) happens
in a complex setting not as a result of an isolated
action (e.g. new collaboration software), but of
multiple and intertwined actions that occur over time
and reinforce each other
p. 36Paris, 9 Février 2005
Key Ties between 7 Dimensions & KM
D1- Strategy Leadership, Alignment & Value of Intangibles
D2- Information Access, Organization, Validation, Publication,
Dissemination, Protection
D3- Culture Support for Innovation, Sharing, Systemic Thinking
and Ethical Behaviour
D4- Work Process Embedding KM-related practices into work
D5- HR Practices Supply, Nurturing and Reward of Talents and
Appropriate Behavior and Results
D6- Measurement KM-related and relevant practices and results are
monitored and lead to action
D7- External Links Valuable Information, Ideas and Knowledge
exchanges with the environment
p. 37Paris, 9 Février 2005
A successful Knowledge Management strategy is based on an effective diagnosis –
one that is holistic and multifaceted...
p. 38Paris, 9 Février 2005
… evaluating important characteristics of organizations based on, and guided
by, learning and knowledge.
7 Dimensions D1 D2 D3 D4 D5 D6 D7
Innovation Framework
Organizational Alignment
Individual Learning
Information Access and Use
Organizational Sharing
Publishing and Documentation
Asset Protection
Knowledge
Processes
p. 39Paris, 9 Février 2005
D1 – Senior Management, Vision and Strategy
This dimension covers:
Strategic competencies
Organizational knowledge map
Knowledge vision and strategies
Intangible assets value
Organizational alignment
Knowledge Management leadership
p. 40Paris, 9 Février 2005
This dimension covers:
Communication channels
Information and communication transparency
Information asset governance
IT implementation and infrastructure
User experience
Information architecture (e.g. Taxonomy)
Information security
Collaboration
D2 – Information and Communication Systems
p. 41Paris, 9 Février 2005
This dimension covers:
Organizational mission and core values
Standards and valued behaviour
Trust
Learning
Sharing
Innovation
Critical thinking
Openness and respect for diversity
D3 – Organizational Culture
p. 42Paris, 9 Février 2005
This dimension covers:
Teams
Roles and responsibilities
Informal and formal networks
Reflection and learning processes
Decision-making processes
Problem-solving processes
Documentation processes
D4 – Organizational Procedures and Work Design
p. 43Paris, 9 Février 2005
This dimension covers:
Recruiting policies and practices
Training strategies
Career planning
Talent management
Competencies and strategic imperatives
Recognition and rewards systems
Knowledge retention
D5 – Human Resources Policies and Practices
p. 44Paris, 9 Février 2005
This dimension covers:
Measurement sytems and methods
Customer focus
Role of information systems
Impact on individual and organizational capabilities
D6 – Results Measurement
p. 45Paris, 9 Février 2005
This dimension covers:
Customer relationships
Supplier and partner relationships
External expertise exchange
Benchmarking
External assessments: policies, markets, government
D7 – Environmental and Situational Learning
p. 46Paris, 9 Février 2005
The 7 Dimensions and 100 Management practices© diagnostic model is founded on
established pratices and on a solid theoretical background. It uses innovative and
descriptive statistical techniques.
Theoretical and
practical grounding
within Knowledge
Management
Innovative and
descriptive statistical
techniques to analyze,
interpret and display
results
The 7
Dimensions and
100 Management
practices©
p. 47Paris, 9 Février 2005
The diagnosis helps to establish KM priorities based on internal and external factors
Prioritized
Action Items
KM Assessment
TriggersResponse and a Plan
Measurable
Difference
Alignment with the
Organization‟s Environment
•Target Audience
•Core Processes
•Governance
Understand the
Surrounding Environment
•Comparative Organizations
•Industry Trends
The Ideal State
The Worst State
The Desired State
The Current State
Step 1. Step 2.
Step 3.
p. 48Paris, 9 Février 2005
The diagnosis is part of a structured process of clear and well defined phases
and can be regularly applied to evaluate the progress of a program in each of
the knowledge dimensions.
Explanation of the concepts
Analysis of the organization’s processes
Establishing business focus for KM
Adapting the questionnaire
Selecting participating departments and sections
Sample selection and participants
Pre-registration
Planning
Explanation ofthe concepts
Contextunderstandingwith theparticipants
Demonstratingthequestionnaire
Email invitations with individual passwords
Participants complete the questionnaire
Initial responses and results followed online
Results and statistics are consolidated
Advancedstatistical analysis
Interpretation of the results
Recommendations
Final results
Presentation of results and recommendations
Thematic workshops to dicuss emerging issues or specific dimensions.
Context Survey Analysis Workshop
p. 49Paris, 9 Février 2005
TailoredQuestionnaire
Personal Password:Confidential responses
Possible to complete instages
p. 50Paris, 9 Février 2005
Online Help
Simpleresponses
p. 51Paris, 9 Février 2005
Checks for errors
in form completion
p. 52Paris, 9 Février 2005
Popup help and annotation
Click here
p. 53Paris, 9 Février 2005
Evaluation of theusers’ experienceof the diagnostic tool
p. 54Paris, 9 Février 2005
Results can be followed
online by a control panel
for both TerraForum
and for the client
p. 55Paris, 9 Février 2005
Control Panel:
User response
p. 56Paris, 9 Février 2005
Control Panel:
User management
p. 57Paris, 9 Février 2005
Online results:
Charts of responses
p. 58Paris, 9 Février 2005
Online results:
Core statistics
p. 59Paris, 9 Février 2005
Online results:
Cross tab statistics
p. 60Paris, 9 Février 2005
Online results:
Cross tabs by dimension
p. 61Paris, 9 Février 2005
Export results to
a spreadsheet for
more sophisticated
analysis
p. 62Paris, 9 Février 2005
Dr. José Cláudio C. Terra
www.terraforum.com.br
www.terraforum.ca