1 Copyright © 2002 Cap Gemini Enst & Young. All rights reserved. Proprietary and Confidential. Measuring the potential of knowledge

1Copyright © 2002 Cap Gemini Enst & Young. All rights reserved. Proprietary and Confidential.

Measuring the potential

of knowledge


Intellectual Capital

Human Capital Structural Capital

Internalisation Combination

ExternalisationSocialisation

CreatingKnowledge

EmbeddingKnowledge

DistributingKnowledge

UsingKnowledge

Monitoring

Managing




Human transparency:=> on experiences=> on current activities=> on training and education=> on communities of practise => on hierarchic position

• Quality of virtuality• Quality of networking


• To what extend are we accounted for personal knowledge and experiences outside the organisation?• How do we appreciate our external communication / meetings etc.?

Socialisatie-intern

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5,0

Thema 1

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Thema 3

Thema 4Thema 5

Thema 6

Thema 7

Socialisatie-extern

0,0

1,0

2,0

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5,0

Thema 1

Thema 2

Thema 3

Thema 4Thema 5

Thema 6

Thema 7

Socialisation• To what extend are we accounted for personal knowledge and experiences within the organisation?• How do we appreciate our internal communication / meetings etc.?


From a receiver point of view:• Fresh• Complete• Trustworthy • Relevant• Mixed knowledge & information • Tailored to my personal profile• Easy, logical and consistent navigation• Usage measured• Content promoted• Part of the SLA• Introduced & trained• Breathing the organisational culture

Internalisatie

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1,0

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3,0

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5,0Thema 1

Thema 2

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Thema 4Thema 5

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Internalisation


Intranet Learning Curve: from data to knowledge


Average learning curve …Average learning curve …


The end-user perspective


The Managerial Perspective



Genuinely involved:This is the new way of working, of value creation!!• process of debriefing• explicitation of lessons learned and new insights•Work Flow Management and Collaborative Work Space• participation in discussion groups• tele-working / tele-learning• culture of responsibility• sufficient introduction and training• measure, manage and encourage• explicit expectations

Externalisatie

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3,0

4,0

5,0Thema 1

Thema 2

Thema 3

Thema 4Thema 5

Thema 6

Thema 7

Externalisation


Projectkennisflow

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Thema 1

Thema 2

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Thema 4Thema 5

Thema 6

Thema 7

Project knowledge flows

Projectstart-up Info search

hrs Grey literature

K.M.hrs

}}

DC-treasury

}Lessons LearnedNew insights

(by debriefing)

Topic/ Coörd/ Team/ Results

C.V

.’s

Projectdocuments

Debriefing


IntellectualCapital

IntellectualCapital

StructuralCapital

StructuralCapital

HumanCapital

HumanCapital

• Thinking capital

• Can not be owned

• Leaves the company every evening

• Non-thinking capital

• Can be owned

• What remains when employees go home

$$

Can weget the best

people available?

Flows in Applied Knowledge Management

• transfer knowledge into structured information• transfer skills into processes

80% 20%


IntellectualCapital

IntellectualCapital

StructuralCapital

StructuralCapital

HumanCapital

HumanCapital

• Thinking capital

• Can not be owned

• Leaves the company every evening

• Non-thinking capital

• Can be owned

• What remains when employees go home

$$

Can weget the best

people available?

Flows in Applied Knowledge Management

• transfer knowledge into structured information• transfer skills into processes

60% 40%


KnowledgeCentre

Internal Knowledge Base

External Information Base

Intranet Key:

Department/Employee

Knowledge flows

Information filter

The position of the knowledge centre

$


Combinatie

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5,0Thema 1

Thema 2

Thema 3

Thema 4Thema 5

Thema 6

Thema 7

Combinatie

• ICT co-ordination?• Standardisation / compatibility• Architecture?• Taxonomy and legenda k-map?

What How System Process

Bv. Thema 3: Coast and River (Watersystems)

Naturalsystems

Responsesto interventions

Describe/measuring

Predictions

Explainations/Analysis

Coast

Estuaria

Lakes

Rivers

Waterq

uality

Watercourse

Sedimentation

Morphology

Ecology

Design/Intervention

Objectbehavior


Data(Explicit)

Information(Combined, Interpreted)

Intelligence(Insights

Externalised)

Knowledge(Internalised,

Learned)

Integrated(Process & Org)

Applied(Measured & Valued)

Stand- alone Distributed(Communicated)

The Knowledge Maturity Model


Data(Explicit)

Information(Combined, Interpreted)

Intelligence(Insights

Externalised)


Learned)

Integrated(Process & Org)

Applied(Measured & Valued)

Stand- alone Distributed(Communicated)

The Knowledge Maturity Model


Current Vision

Competitor SO

Winning Experience

Industry Expertise

K. in people’s heads

Kn

owle

dge

Cap

ture

& C

onve

rsio

n

Tech. ExpertiseSO Expertise/

Perform

Directory

Knowledge Distribution & Take-Up

CV’s

Financial PerformanceForecasts

Insider/ Cogitas

NWT’s

Galaxy/Intra

Kick-offs

K - Editors

Network Questions

Competitor Analysis

New Galaxy

E- Business Card

Combining CG and Gemini

Yellow Pages

Project Profiles

Virtual Office

Project Statistics/ performance

Leveraged Profiles

Case Study Toolkit

Reference Library

Common Search Platform

Data(Raw,

Implicit)

Information(Combined,Organised,

Interpreted)

Intelligence(Explicit,

ExternalisedInsights )


Learned, Tacit)

Stand-alone(Personal/Small

Groups)

Distributed(Shared &

Communicated)

Integrated(Business

Process & Org’n)

Applied(Benefits

Measured & Valued)


Storage

Adaptation

Analysis

Validation

K-acquisation K-generation

Published docs(gateway)

Grey literature

Knowledge

E-publishing

Storage

DOCUMENT&

CONTENTMANAGEMENT

Contentmanagement

0,0

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2,0

3,0

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5,0Thema 1

Thema 2

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Thema 4Thema 5

Thema 6

Thema 7

Document & Content management


Knowledge and information business

Uitwisseling met sector

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Thema 1

Thema 2

Thema 3

Thema 4Thema 5

Thema 6

Thema 7

SPECIALIST

MIDDEL USER

GENERALIST

END-USER

DC

SECTOR

navigators


Railway knowledge centre

Transacitional axis

Potential marketTraditional

client

K-doc


potentialmarktet

Traditionalclient

relation

relation - axis

Permanent client relation

Society / politics / clients of clients

K-doc


Knowledge windowdressing

r

S/P/C

committed free

extranet internet

$


K- interaction within DC

DC-Interactie

0,0

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2,0

3,0

4,0

5,0

Thema 1

Thema 2

Thema 3

Thema 4Thema 5

Thema 6

Thema 7

CommunicationCommunication

Q2

Q3

Q1

projectproject

theme

Q4Q4DCDC }


Communities of Practice

?

?

?

?

Communiy of Practice

?

?

?

?

Community of Practice

?

?

?

?

Community of Practice

CoP's

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Thema 6

Thema 7


Conslusions:

• Making the quality of knowledge management explicit will boost the awareness levels within your organisation.

• A knowledge management measure project will involve newly measured data, and newly involved management.

•Don’t value your knowledge, but value the potential of any knowledge in your organisation at any time.

• If the number of people participating in your k-flow equal the number of employees, you are in the low gear.

•If knowledge is your business align your business strategy with your knowledge strategy, and be surprised about the surplus.


Questions ?

[email protected]

Documents

1 Copyright © 2002 Cap Gemini Enst & Young. All rights reserved. Proprietary and Confidential. Measuring the potential of knowledge