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Information & Knowledge Management
Knowledge Management State of The Art
Marielba ZacariasProf. Auxiliar DEEI
FCT I, Gab 2.69, Ext. [email protected]
http://w3.ualg.pt/~mzacaria
SummaryWhy invest in Knowledge Management
Knowledge and Leadership
Organizational Culture
Knowledge sharing between organizations
Knowledge sharing vulnerabilities
Knowledge Property
“Infoglut”
Tool section: Wikis
Basic assumption
We continuously challenge our knowledge and how we apply it
When knowledge stops evolving, transforms into opinions or dogmas
Thomas Davenport and Larry Prusak
Knowledge Management ValueEssential questions
How to be competitive?
How can we accelerate “time-to-market” cycles?
How to maximize new products production rate?
How to minimize production costs or re-working?
How to eliminate inconsistencies that
hinder customer satisfaction?
represent organizational risks?
Intellectual Capital ValueDifficult to measure
skills, relationship with clients, motivation and support structures
Skandia AFS insurance company made important progress in this matter
Principle:
It is better to be approximately right than precisely wrong
Three types of human capital
Human CapitalEdvinsson & Stewart
Intellectual Sum of employee knowledge
Value = cost of recreating it
Internal awareness
ClientExternal awareness
Value of relationship with clients
brand loyalty, ability of understanding their needs and requirements
Cost of getting new clients (6 vs 1 of maintaining clients)
StructuralValue of the services, products and systems created by the human capital
Example USA government “Lobbyist”
Need of improving employee productivity
Researchers spent 20% of their time searching existing knowledge out of the organization
Employees spent 5 years in achieving expertise in identifying and efficiently exploiting internal resources
Solution: intranet technology accelerated search and problem research leaving more time to production and innovation tasks.
Knowledge and Leadership
Essential element in adopting a knowledge management strategy
Creation of a culture of trust and collaboration
ImplicationsRedefine the ways of measuring value creation
Change the ways people approach work
Change organizational culture
This requires a POWERFUL chief
CKO (Chief Knowledge Officer)
It also requires...
Knowledge Engineers
Knowledge Analysts
Knowledge Managers
Knowledge stewards
Knowledge EngineersTactical/procedural approach
Responsible for eliciting and converting explicit knowledge in replicable instructions and procedures in order to allow its codification within applications
Problems:
Temptation of exaggerating the function
More coded -> more difficult to change
Knowledge AnalystFosters good practices
Responsible for the collection, organization and dissemination of knowledge typically on demand
Human repositories of good practices
Problems:
they leave, they go with them!
may stay strapped to that position
Knowledge ManagersThey supervise the process
Approach work well when distributed among several individuals throughout the organization Coordenam esforços dos engenheiros e analistas do conhecimento
Useful in big organizations where the sharing process risks fragmentation and isolation
Problems:
Risk of appearing “feudal” territories
CKOHierarchical top-down approach
Global coordination of knowledge management efforts
Leadership role
Problem:
Create the function before creating a knowledge sharing culture
Knowledge StewardUseful in distributed knowledge management approaches
Minimal but continuous support of knowledge management efforts
Provide expertise in using knowledge management tools, practices and methods
The role of Culture
“The greatest challenge is not in convincing people of adopting new ideas but in convincing them in abandoning the old ones”
John Maynard Keynes
Culture as an obstacle to knowledge managementHas been referred as the main obstacle to knowledge management efforts...
...when they are not appropriate for such efforts, for example in
change resistance, risk aversion, or individualistic environments
Universal challenges
Build a community of “knowledge sharers”
Knowledge ownership
knowledge & information means power!
Incentive management
Knowledge BaseTo be valuable must be used throughout the organization
Creation and maintenance of sharing communities...
...without them no attempt to propagate knowledge will succeed
Example 1
At the USA “lobbyist”, while managers constantly spoke about sharing knowledge
All their actions in meetings and memos promoted inter-department rivalry
Budgeting policy: everyone competed for the same dollars
Example 2
In an aerospatial company, they asked employees to innovate more but...
.. they publicly discouraged such innovation because...
New products were frequently rejected for not going in the same direction of the enterprise mission (that no one new)
Example 3In pharmaceutical company with a strong community spirit
groups with common causes
put drugs in market
those groups were regarded as “family”
Together with a open climate created a group dynamics that was used in creating knowledge sharing communities
Globalization
Regional Cultures difficult knowledge management efforts in transnational companies...
But the problem will always be the existence of an appropriate culture
Example 1
In a metallurgic company, english was imposed as the official work language in all countries
Knowledge sharing sites in countries with different languages were not fed due to the translation effort required
Example 2Transnational Pharmaceutical where
americans seen as “cowboys” who “shoot” (act) before thinking
englishmen seen as“over-thinkers” who “sit” (reflect) on a subject months before doing anything
Example 2 (cont)An organizational culture of openness and trust, and an effective group leadership that fostered frequent social meetings between team members of both countries created a strong team notion, that allowed to overcome the differences between the two countries
Critical success factor
Ignore traditional organizational constructs such as departments or business units or regions and focus on common interest areas
Acknowledge the existence of formal or informal groups sharing common interests
Support them through knowledge management processes and tools
Inter-organizational environments
The interest in knowledge management and internet has also triggered knowledge sharing between organizations
So, today we can also find inter-organizational knowledge sharing environments
A more intimate relationship with clients, suppliers and other partners (including competitors!)
VulnerabilitiesWhen we build sharing networks where knowledge providers and consumers do not know each other
Trust and responsibility are critical
Credibility is also critical
Proper privacy and security mechanisms are essential
Liabilities are critical in inter-organizational environments
Knowledge PropertyIf knowledge is inside human minds, can it be managed?, when..
Management entails external control and ownership
The goal should then be
foster sharing and a collective knowledge base
Cultivate rather than Managing
“Information politics”Monarchy
Feudalism
Federalism
Technocratic Utopia
Anarchy
“Infoglut”Happens when the knowledge supplier does not know well the requirements of knowledge consumers
Problems with
Categorization
Organization
Struture
Search
Technical solution: The semantic Web
Tool sectionWikis
WikisWiki = fast (hawaian)
Website
Creation and edition of inter-linked web pages
Using
wysiwyg
html
PBWorks