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8/8/2019 Aditi Final Knowledge Management
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One of the things that were strugglingwith is moving towards a moreconsistent way of doing business around
the world. I think the knowledgecommunities are a vehicle to speed upthat process.
P resident, Montgomery WatsonHarza Americas
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E XAM P LES OF C OMMUNITIES OF P RA C TI C E ATE RI C SSON
Community Type and MembersObjectives Communication
channel
eRelationshipVodafone
-Inter-organizational-1400 members in 10countries
-Use internet to design joint e-business platform
-Virtual
CompetenceGroups
-Intra-organizational-200 members in 14countries
-Ensure sharing of bestpractices andcommonality
- Primarily face-to-face
EricssonForesight
- Inter-organizationalincluding universities,experts, & institutions
- 600 with core of 40
- Think tank on emergingtrends in society,technology, & consumers
- Virtual andface-to-face
EricssonSystem
ArchitectProgram,ESAP
- Intra-organizational- 20 members from 14countries
-Facilitate inter-projectlearning and innovation-Retain key individuals
Primarily face-to-face
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C HALLENGES TO SU CC ESSFUL KM P RO C ESSES
Individual level
Subsidiary level
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C HALLENGES TO SU CC ESSFUL KM P RO C ESSES
Individual level
Subsidiary level
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WHY SHOULD I SHARE ?
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You gotta remember that were hired to be stars hereand not team players.
- Researcher at one high technologyfirm with poor knowledge flow
Sometimes I get calls from other offices. It feels weirdif I dont know the person. I like to help them only if Iknow them.
- Programmer a t s o ftw are mul tin a ti onal
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B IGGEST DIFFI C ULTIES TO SU CC ESSFULLYMANAGING KNOWLEDGE IN ORGANIZATIONS
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19
22
28
28
30
32
54
0 10 20 30 40 50 60
Cu lt u re
Top managements failure tosignal importance
Lack of sharedunderstanding of
strategyOrganizational
structure
T / Communication restraints
Incentive system
Lack of problem ownership
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C HALLENGES TO SU CC ESSFUL KM P RO C ESSES
Individual level
Subsidiary level
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C ONFLI C TING DEMANDS ON SUBSIDIARIESLEAD TO RESISTAN C E TO GLOBAL KM
P RO C ESSESWe d o no t w an t t o b e managed in our ch oi c e of c ompe t en c e elemen ts. W e w ould w an t t o s ele ct th o s e elemen ts th a t w e need .
Line Manager ,E ri css on -N orwa y
S pon t anei ty and c rea t i v i ty c ould b e th e lo s er s in s ome area sby implemen t ing global s olu t ion s. H owe ver , th e B e stPra ct i c e poli cy in E ri css on c on c ern s c ap t uring good idea s,whi c h of c our s e ma y c ome from o t her area s in t he organiza t ion .
HR M anager ,E ri css on -N orwa y
1 8
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INTERNAL TURF WARS
1 9
It would have been much easier for me to transfer from the New Yorkoffice to the C alifornia office if I had
just quit the organization in New Yorkand then reapplied for a job in theC alifornia one.
Researcher, Xerox
C alifornia
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A VARIETY OF TOOLS
Competence system
Recruiting
Incentives
Networks
A visionary organization
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A VARIETY OF TOOLS
Competence system
Recruiting
Incentives
Networks
A visionary organization
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C REATING A C OM P ETEN C E MANAGEMENT SYSTEM
S tandardizationCreate common structure and terminologyD efine professional, business, and human competenciesrelated to global strategy and KM goals
A nalysisPersonal development discussions
Mapping of present and future target competence levelsfor individuals and then for business units
D efining competence gap at both levelsPlanning and implementation
Prepare competence development plan
Implement and evaluate22
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C M SU PP ORTS KM
I think that competence management can play animportant role in knowledge management. You cansearch for persons with certain competencies very
easily through that tool. People having the samecompetencies and interests can be accessed and get
together.y Competence Manager, Ericsson Croatia
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I think that competence management can play animportant role in knowledge management. You can
search for persons with certain competencies very easilythrough that tool. P eople having the same competenciesand interests can be accessed and get together.
C ompetence Manager, Ericsson C roatia
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A VARIETY OF TOOLS
Competence system
Recruiting
Incentives
Networks
A visionary organization
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R E C RUITING W HAT SHOULD ONE LOOK FOR ?
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An experienced professionalwho has worked extensivelyin another company with
different values andphilosophyA young person who lacksprofessional experiencebut has the right attitude
OR
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It is cheaper and easier to develop technical skills than trying
to change mentality . HR M anager, Ericsson R ussia
Ch ina Involve line managers
Wh irlpool example of group problem-solving exercise to look atcollaborative relationships
G E 2x2 matrix when Jack Welch took over
Cisco -changing from hiring fresh graduates to mid-careerprofessionals
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A VARIETY OF TOOLS
Competence system
Recruiting
Incentives
Networks
A visionary organization
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ALIGNING IN C ENTIVES WITH KM
Recognize and reward for collaborative behavior
Show management commitment
2 8
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S tatus andrecognition
Challenge
Satisfaction
$$$Monetary
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E XAM P LES OF IN C ENTIVES
M onetaryNucor Steel: Bonuses based on performanceof relevant group, e.g., individuals and theirworkgroup, department managers and theirplant
S tatus and recognitionMcKinseyXerox
Ch allengeMcKinsey
2 9
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B UT BE AWARE OF LO C AL DIFFEREN C ES
Working on empowerment is a key challenge in China. Ouremployees are not used to working in an empowered
environment, and it takes a long time and much effort to explain
what empowerment is all about. We are working on this and havemade some progress, but we have a way to go.y G eneral M anager, Tetra Pak H oyer Ch ina
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A VARIETY OF TOOLS
Competence system
Recruiting
Incentives
Networks
A visionary organization
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S O C IALIZATION EXAM P LESCross-office and cross-function training programs
McKinsey s
Cross-office projectsProjects often involve more than one office at Ericsson R& D
Job rotationThere are 12 different ways to rotate at HP.
Online career development tool at Novartis
Informal eventsPlant managers at Nucor Steel organize business meetingsthroughout year so every employee attends one meeting peryear
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A VARIETY OF TOOLS
Competence system
Recruiting
Incentives
Networks
A visionary organization
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1) W HY WE EXIST AND WHAT WE STAND FOR Mission / purposeThe organizations reason for being not a goal or astrategy
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Merck To preserve and improve human lifeWalt Disney To make people happyWal-Mart To give ordinary folks the chance to buy the
same things as rich people
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1) W HY WE EXIST AND WHAT WE STAND FORCore values
A small set of guiding principles with intrinsic value andimportance to those inside the organization
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MerckCorporate social responsibilityScience-based innovationHonesty and integrityExcellence in all aspects of the companyProfit, but profit from work that benefitshumanity
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2) W HAT WE AS P IRE TO BE C OME , AC HIEVE , ANDC REATE
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Wal-Mart ( 1990) Become a 125 billion dollar
company by the year 2000N ike ( 1960 s ) Crush Adidas
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P OINTERS FOR EFFE C TIVE KM P ROGRAMME
U sers need matches the type of knowledge and system useto transfer it.U sers must believe that knowledge sharing is indeed usefulfor them
U sers must be motivated enough to be willing to travel andto share the knowledge with others.
Experts must be available to help teams solve toughproblems or answer queries.
U sers must be willing to reflect.
Target `the transfer systems to specific groups of employees
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R EFEREN C ES
` Barritt, C. (2002). Learning Objects & IS D . Performance Improvement, 41(7) ,28-32.
` McGraw, K. (n.d.). Ten questions Executives should ask about KnowledgeManagement. WhitePaper Cognitive Technologies , 3-9.
` Primus Knowledge Solutions. (2002). Knowledge management best practices:turning information into corporate asset for call centers, help desk and othersupport environments. White Paper , 2-9.
` Talisma Coorporation. (2006). Knowledge Management Best Practices. WhitePaper: Talisma , 1-13.
` www.knowledgenet.org
` www.jetcityorange.com` www.sribd.com` www.citehr.com` www.googleimages.com
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THANK YOU