Managing Knowledge as a Strategic Resource for Electronic Government Knowledge Management in Electronic Government (KMGov-2001) 22– 24 May 2001, Siena,

Managing Knowledgeas a Strategic Resource

for Electronic Government

Managing Knowledgeas a Strategic Resource

for Electronic Government

Knowledge Managementin Electronic Government

(KMGov-2001)22– 24 May 2001, Siena, Italy

Gregoris Mentzas (NTUA)Dimitris Apostolou (Planet Ernst & Young)

Andreas Abecker (DFKI)

G. Mentzas et al KMGov-2001, 22-24 May 2001 2

Overview of Presentation (1)

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11 44Applications andLessons Learned

Knowledge AssetManagement

Knowledge ine-government

Product & ProcessApproaches to KM


Government transformed along severaldimensions

Citizens expect quality

performance

ICT tools offertransformationalvalue

Government as a service

provider

Towards eGovernment

Drivers of eGovernment


What is eGovernment?

eGovernment consists of the strategic and systematic use of Information and Communication Technologies to provide improved services to citizens and businesses make effective use of public information resources

eGovernment creates an environment for the transformation of government activities by the application of e-business methods to the public sector


Guiding Principles for eGovernment

Citizen-focused services High-quality services that

are accessible, convenient and secure

Services that make sense to the citizen

Accessible services via various modes (Internet,

mobile, call centers, digTV) vital that people trust the

systems used

Guarantee social inclusion Available to all and easy to

use cannot avoid the need for

personal contact

Better use of public information

Coherent and compatible information policies

Better service delivery and efficient working


Taxonomy of e-government services (ICDT)

Information Services provision of non-personal information to any end user

e.g. phone directories, legal texts etc.

Communication Services (bi-directional) reception of and response to electronic messages

e.g. requests, complaints, notifications etc.

Distribution Services access distribution

points of access to offered services in public places e.g. public infokiosks, public phone numbers

content distribution provision of personal information to individuals

e.g. info on filed tax forms, debt information

Transaction Services transaction procedures involving exchange of documents and/or money

e.g. filing of VAT forms, payment of taxes


Integration Levels for e-government services

E-gov Portal provision of entrance points

to various services offered by other sites

with capability for transparent transition

First stop approach provision of introductory

information for various services

without capability for completing transactions

True one-stop approach information about services

that correspond to end user life events

with capability of completing transactions

transparent integration

Convenience store provision of services in a

broad spectrum of subjects without (in the general

case) particular relationships


Corporate Knowledge Management is

the new discipline of enabling

individuals, teams and entire organisations

to collectively and systematically

create, share and apply corporate knowledge

to better achieve organisational efficiency,

responsiveness, competency and innovation

What is KM?

Not just water-cooler discussions, but planned ICT, processes & behaviours

Has been compared to OR!

Teams and communities are indispensable!

Treating knowledge assets explicitly is NEW!

Create and share new ideas

Improveemployee skills

Marshall knowledge to respond to threats and opportunities

Reuse corporate knowledge

Created by individuals, BUT found within systems, networks of people, business processes, etc


KM and e-gov

Making e-government a reality requires serious issues to be addressed, such as business process change attacking skills shortages and confronting the problems of the existing IT infrastructure in public

organisations

Leveraging the tacit and explicit knowledge of a public organisation can facilitate tremendously e-government since knowledge management has the potential to substantially

improve the electronic provision of services



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11 44Knowledge Asset

ManagementProduct & ProcessApproaches to KM

Applications andLessons Learned



The challenge to capture and organise knowlege

Multi-disciplinary solutions for capturing, organising, storing and using knowledge

Methods, models and tools for enterprise-wide knowledge taxonomies that help help and filter knowledge needs

Methods and tools that exploit and leverage multiple knowledge sources (internal or external)

Content Management

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ExternalInformation

Sources

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Sources

Time-Sensitive Information

CAPTURE

FILTER

STORE

USE

TAXONOMY

Document Management System, Databases, etc...

BUSINESS PROCESSES

DIFFUSE


The challenge to facilitate collaboration

Encourage collaboration and knowledge sharing multi-functional intra-

organisation manner inter-organisational

knowledge chains Multi-disciplinary methods

and tools to facilitate virtual communities that bring business value

by sharing their knowledge

Collaboration Management

COMMUNITIESOF INTEREST / PRACTICE

ORGANIZATIONALSTRUCTURE

COMMUNITY A COMMUNITY B

SUPPORTTEAM

SHARED WORK-

SPACES

Communication & collaboration

Customer Virtual

Communities

ORGANIZATIONAL STRUCTURE


The challenge of knowledge-enabled processes

Multi-disciplinary solutions that enrich intra-organisational business processes by integrating knowledge & KM processes into each step

Methods and tools to support knowledge chains in the dynamic inter-networked enterprises and their distributed business processes

Process management

ENHANCED BUSINESS

PROCESSES

BUSINESS PROCESSES

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LIBRARY

KNOWLEDGE SOURCESKNOWLEDGE SOURCES

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Levels to consider for Knowledge Management k-worker

E.g. knowledge portals for mobile workers

k-team E.g. assistance for dynamic, distributed teams

using shared information spaces

k-organisation E.g. embedding/extracting context-sensitive

knowledge within/from business processes

k-network E.g. knowledge sharing value chains

k-product E.g. B2B exchanges of “knowledge products”


Proposition: knowledge can be represented as a thingthat can be located and

manipulated as an objectit is possible to capture,

distribute, measure and manage knowledge

Proposition: it is only feasible to promote, motivate, encourage, nurture or guide the process of knowing

the idea of trying to capture and distribute knowledge seems senseless

The “product” view The “process” view


competitive strategy:• exploit organised,

standardised and re-useable knowledge

focus of KM strategy:• connect people with re-

usable codified knowledge

focus of IT strategy:• heavy emphasis• develop document

management systems focus of HR strategy:

• train in groups• reward for using and

contributing to databases

Strategic Implications of

competitive strategy:• empower and channel

individual and team expertise

focus of KM strategy:• facilitate conversations to

exchange knowledge focus of IT strategy:

• moderate emphasis• develop network


• train by apprenticeship• reward for sharing

knowledge with others



IT Support for “Product” & “Process” Views

Knowledge as a Process(knowledge transfer)

Knowledgeas a

Product(knowledge

content)

structured documentrepositories

Full text retrieval

Knowledge maps

Intranet

File managementsystems

Semantic Analysis

Discussion Groups

Shared files

White-boarding

Real-time messaging

E-mail

Push TechnologyNet Conferencing

Automatic Profiling


Need for holistic KM

Need for a balanced fusion of the two KM views. Gartner Group 2000-2004 KM report

Our motivation: to design, develop and test a total KM solution

that would explicitly provide for such a fusion.


competitive strategy:• exploit organised,

standardised and re-useable knowledge

focus of KM strategy:• connect people with re-

usable codified knowledge

focus of IT strategy:• heavy emphasis• develop document


• train in groups• reward for using and

contributing to databases

competitive strategy:• empower and channel

individual and team expertise

focus of KM strategy:• facilitate conversations to

exchange knowledge focus of IT strategy:

• moderate emphasis• develop network


• train by apprenticeship• reward for sharing

knowledge with others


Integration

Strategic Implications of


IT Support for “Product” & “Process” Views

Knowledge as a Process(knowledge transfer)

Knowledgeas a

Product(knowledge

content)

structured documentrepositories

Full text retrieval

Knowledge maps

Intranet

File managementsystems

Semantic Analysis

Discussion Groups

Shared files

White-boarding

Real-time messaging

E-mail

Push TechnologyNet Conferencing

Automatic Profiling

Integration


Focus on knowledge as a strategic asset

Strategic assets: Rare

• Owned by a small number of firms in the industry Valuable

• Allow the firm to exploit opportunities in the market or address competitive threats

Imperfectly imitable• Can be sustained for long periods of time without competitors

replicating it or acquiring it Non-substitutable

• It has no strategic equivalents

Tangible assets cannot be strategic Because they can be aquired or imitated.

Corporate Knowledge as strategic asset When used to advance the objectives of the firm



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The organisations which developed Know-Net

Leading Greek management consulting firm

Global KM technology and consulting company

Swiss business school - Fachhochschule beider Basel

Research unit of the National Technical University of Athens

CALT center of the INSEAD business school

German research institute in innovative software technology


KnowNet Framework KnowNet Method

Aw

aren

ess Stage I:

PlanStage III:Operate

Measurement

Training

Stage II:Develop

KnowNet Tool

The Know-Net Solution: 1. The KnowNet Framework


Assets

A Framework for Managing Knowledge Assets

Strategy

Structure

Systems

Processes

KnowledgeManagementInfrastructure

Organisation

TeamInter-

organisation

Individual

Levels ofKnowledgeNetworking


Knowledge AssetsStrategy

Structure

Systems

ProcessesAssets

Human Knowledge AssetsStaff capabilitiesStaff experienceStaff skillsCreativity of staff Innovation of staff

Market Knowledge AssetsKnowledge about IndustryKnowledge about CustomersKnowledge about PartnersKnowledge about Competitors

Structural Knowledge AssetsPatents, Methods Best PracticesAdministrative systemsTraining SeminarsR&D MaterialCompany standards/processes


Knowledge Strategy

values/mission knowledge-related strategic values reference to knowledge in mission statement, etc.

objectives knowledge-related qualitative and/or quantative strategic objectives

links to business strategy explicit/implicit links of knowledge strategy

• to business strategic objectives/goals

Strategy

Structure

Systems

ProcessesAssets


Knowledge Org Structure

Leadership Roles Chief Knowledge Officers (CKOs) Chief Learning Officers (CLOs), etc.

Management Roles Knowledge managers Knowledge integrators Knowledge facilitators, etc.

Technical Roles Knowledge editors/ analysts/ engineers/ etc.

All employees participate in the knowledge processes - knowledge workers

Strategy

Structure

Systems

ProcessesAssets


Knowledge Processes

Knowledgeacquisition

Knowledgecreation

Knowledgeuse

Knowledgesharing

Knowledgeorganisation

Strategy

Structure

Systems

ProcessesAssetsidentification of needs /

capture / collection

interpret / analyse / link to context / codify / index / filter / aggregate / synthesize /

package / refresh / evolve / / maintain / purge

commercialize / develop trust in knowledge / apprentice / customise/ push and/or

pull / distribute pro-actively, event-based

application in corporate services or products, support for delivering value to customer

R&D, problem solving, experimenting, prototyping,

refinement, add value


Knowledge Systems

Search & Retrieval

Indexing

Storage Distribution

Collaboration Integration

Strategy

Structure

Systems

ProcessesAssetsaccess to multi-platform knowledge sources

e.g. Internet, databases, legacy IS, etcknowledge maps / indexing routines/

classification mechanisms / linking facilities

storage mechanisms (DBs) / metadata handling / maintenance mechanisms (input/purge/modify)

alert / sharing mechanisms / push-pull featurescustom views/profile-based + dynamic filtering

email, messaging, discussions, electronic scheduling and meeting, video

and audio conferencing, virtual workshops, etc.

Integration with IS applications, ERPs, business process systems


KnowNet Framework KnowNet Method

Aw

aren

ess Stage I:


Measurement

Training

Stage II:Develop

KnowNet Tool

The Know-Net Solution: 2. The KnowNet Method


A Method for Knowledge Asset Management

Aw

aren

ess Stage I:


Measurement

Training

Stage II:Develop


Stage I: Strategic Planning

Link KM to CorporateStrategy

PerformKnowledge

analysis

AssessRisk & Change

Readiness

Developthe KMCase

ObtainTop MngmtApproval

ProvideLeadership

Stage I Stage III

Measurement

Stage II

Goals of Stage I: Align Knowledge strategy Assess Change Readiness Define KM Business Case


Knowledge Orientation Matrix

KNL: Knowledge Networking Level, KMI: Knowledge Management InfrastructureCSF: Critical Success Factors

2

5

4

4

6

8

0 3 6 9

CSF

KMI

KNL

Still at Base camp

Knowledge aware

Knowledge leveraging

KNL: Knowledge Networking Level, KMI: Knowledge Management Infrinfrastructure

CSF: Critical Success Factors

2

5

4

4

6

8

0 3 6 9

CSF

KMI

KNL

Still at Base camp

Knowledge aware

Knowledge leveraging


Stage II: Developing the K.Org Stage I Stage III

Measurement

Stage II

Analyse Leverage

Knowledge in Business Processes

Knowledge in People Networks

Information Technology Systems

Integrate theKM

Architecture

Develop Knowledge Asset Schema

Goals of Stage II: Leverage Knowledge Process/People/Technology Define Knowledge Objects Integrate the KM Architecture


Best practicecommunity

Community-of-interest

Economic-web

Explicitknowledge

Community-of-practice

Work team

High

Member cohesiveness

Tacit knowledge

Local

Low

Global

Organisationalreach

Leveraging knowledge in networks?

Informal networks of people who share goals and interests.

Knowledge networks emerge as a side effect of participation Learning is facilitated in these

communities as people participate in new and different Knowledge Networks

Source: Ernst & Young


Stage III: Operating the K.Organisation

Wide-scale deployment of the KM Architecture

Company-wide deployment of knowledge processes, roles and systems

Development of additional pilots

Continuous “knowledge journey”

Stage I Stage III

Measurement

Stage II


MarketAssets

StructuralAssets

HumanAssets

Stage I Stage III

Measurement

Stage IIMeasuring knowledge assets

Focus on key knowledge assets

Distinction between stocks and flows

Must be linked to strategy Both business

and KM strategy Company-specific


Linking Strategy and CSFs to Knowledge Assets and Measurements

KnowNet Method

Top DownBottom UpIntegration

Integration

Strategy A

Key Success Factors Measurements



Assets

Assets

Assets

AssetsKey Success Factors Measurements


KnowNet Framework KnowNet Method KnowNet Tool

The Know-Net Solution: 3. The KnowNet Tool

Aw

aren

ess Stage I:


Measurement

Training

Stage II:Develop


Features of Tool for K.Asset Management

Highly scaleable: Supporting levels:

• from a small team of knowledge workers to • enabling a Global enterprise-wide Knowledge Management System.

Extensible for customisation and integration leverages the power of Lotus Enterprise Connectors of Lotus

Domino connects to existing enterprise systems such as RDBMs

Web-based users need only standard Java-enabled browser


Functionalities of Tool for K. Asset Management

Collect and categorise internal and external information allows individuals to capture information into a knowledge repository.

Re-use knowledge stored using customisable Knowledge Navigators and advanced search mechanisms

Collaborate via on-line workspaces Knowledge created during collaboration is captured and made

available for others to access


KM Process

KnowledgeObject

Search

Index Organise

Disseminate

The Know-Net Tool: (1 of 2)

Integration of Process and Product Views

KM applications

Ontology-based Indexing and Retrieval

“Product” (Content)-centricpart of theKnow-Net tool

“Process-”centricpart of theKnow-Net tool


The Know-Net Tool: (2 of 2)

Integration of Process and Product Views Process View

KM processes fostered through collaborative KM applications Sametime communication facilities are integrated The tool contains a library of predefined KM applications and K.

Assets / K. Objects

Product View The documents created in collaborative KM processes are centrally

managed and consistently indexed Indexing is done using the K. Assets ontology Search and retrieval uses an incremental browse / search approach

through the indexing ontologies Automated search agents and notification mechanisms

Not only operative KM processes and content, but also support for KM implementation


KnowNet Tool-set ArchitectureK Navigators

KMProcesses / Apps

K Server

SKN KSANKWN KASI KWMA

Lotus Domino 5 / Sametime Server

MKB

RDBMS

MDS

Metadata store

RDBMS

Mail KB

KM SystemsOntology

Km Processes / Apps Library

Km Objects Directory

K Objects Store


The Know-Net Solution: Tight integration of components

KnowNet Tool

Method Stage I: Strategic Planning

Method Stage II: Develop K.Organisation

Knowledge AssetsMeasurement System

KnowNet Framework

Common Language -> Navigators

KM Strategy

KM CaseKey Business AreaK.Assets

Key Business AreaK.Assets / K.Processes

K.ObjectsK.ProcesesK.Systems

K.ObjectsK.ProcessesK.Systems

K.Assets

K.Objects

KM Strategy



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The companies which have applied Know-Net

One of the world's leading financialservices groups

UK-based global firm of Chartered Surveyors and Commercial Property Agents

UK-based global developer of CRM software & solutions

Leading company in Greece in the area of business software

Turkish company specializing in DBMS Application Development

ERP development and localisation centre based in the Czech Republic


An application in the Greek Ministry of Finance

Basic information some 5,000,000 taxpayers TAXIS information system

• 2nd CSF funds (65 Meuros, 1997-2000)• 300 tax offices all over Greece• > 95% of transactions (100% in 2001)

IT penetration Internet : 12% fixed telephony : near 100% mobile telephony : 50%

Legislative framework Data Protection Act (1997) Digital Signatures Act (2001) Taxation Reform Act (2001)


Electronic Services for Taxation


User and Business Penetration a. e-VAT (via TAXISnet)

registered users 65,000 (approx. 8%) filed forms 65,000 registration rate approx. 300/day

b. e-Certificates (via TAXISphone) registered agencies 2,900 (approx. 43%) certificates issued 44,000 registration rate approx. 300/month

c. e-Income TaxInfo (via TAXISnet, TAXISphone) info requests 4,000,000 (approx. 40%) request rate approx. 17,000/day

d. e-Info (via GSIS web site) registered users 2,500 + e-service users request rate approx. 2,000/month registration rate approx. 100/month

e. e-IncomeTax (via TAXISnet) registered users 30.000 + e-VAT ( 2%) filed forms 2.000


Key lessons learned

Begin with easily executable pilot projects “low-hanging fruit”

Institutionalise the project Advertise and sell the project Capture metrics and user feedback at every step

Focus on People & Processes, not Technology Enhance the way people work

• Tie KM into existing and evolving business processes Transform organisational boundaries

• Shared information = corporate power

Recognize knowledge as the most valuable asset Establish senior leadership oversight and guidance


Implications for management

Select a good business case Target projects and activities of strategic importance Determine experiences worth learning from

Provide processes & structures for knowledge leveraging Encourage individuals and groups to reflect on and share what they have learned Set up processes and roles

• E.g. AARs, peer reviews, communities of practice

Bring knowledge into operations Embed knowledge into information repositories, work

processes, support systems, products and services• Intranet sites, online processes, support systems


Key issues to be considered

Knowledge Management should be holistic• It fuses:

people and culture issues intra- or inter-organisational business processes IT tools

Knowledge Management is a means to an end not an end in itself

• The end is performing work better, faster and smarter

Thank you !Thank you !

Documents

Managing Knowledge as a Strategic Resource for Electronic Government Knowledge Management in Electronic Government (KMGov-2001) 22– 24 May 2001, Siena,