MGT466 Knowledge Management Dr Adel Presentation #1-3

04/09/23 1Dr Adel Al-Alawi MGT446 UOB 2010-2011

Getting information that is locked inside a brain or disparate computer systems into a central repository or store is no simple task.

"Ultimately, everyone must feed information in as they gain experience and expertise, and the information must be stored and routed so that people can use it. The design and thinking that go into the process are crucial. Success does not happen by accident," says Thomas Stewart.

Thomas A. Stewart is the Chief Marketing and Knowledge Officer of Booz & Company,[1] a global management consulting firm. Prior to joining Booz & Company, he was the editor and managing director of Harvard Business Review (HBR) from 2002-2008.[1] Prior to joining HBR, he was editorial director of Business 2.0 and a member of the Board of Editors of Fortune magazine.


DefinitionsDo you really need KM?Do you need a Chief Knowledge Officer

CKO?What’s the strategy?Types of knowledge management systemsOrganizational changes to expectKM software tools


Knowledge is intangible, dynamic, and difficult to measure, but without it no organization can survive.

Tacit ضمني :: or unarticulated or unspoken or unstated knowledge is more personal, experiential, context specific, and hard to formalize; is difficult to communicate or share with others; and is generally in the heads of individuals and teams.

Explicit:واضح : explicit knowledge can easily be written down and codified.


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Process of capturing and making use of a firm’s collective expertise anywhere in the business

Doing the right thing, NOT doing things rightViewing company processes as knowledge

processesKnowledge creation, dissemination, upgrade,

and application toward organizational survivalPart science, part art, part luck

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KnowledgePEOPLE

TECHNOLOGY

ORGANIZATIONALPROCESSES

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Oral Communication“Tacit” Knowledge

50-95%

Information Request“Explicit” Knowledge

Explicit Knowledge Base5 %

Information Feedback

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Create

KnowledgeOrganization

Collect

Organize

Refine

Disseminate

Culture

Leadership

Techno-logy

IntelligenceMaintain

Competition

KnowledgeManagementProcess

KM Drivers

The middle layer addresses the KM life cycleA knowledge organization derives knowledge from customer, product, and financial knowledge. Also from financial practicesIndicators of knowledge: thinking actively and ahead, not passively and behindUsing technology to facilitate knowledge sharing and innovation

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PEOPLE

KnowledgeBase

OutsideEnvironment

Existing methods/processes

Learning

Newideas

Conversion

Insights

KnowledgeCreation

OrganizationalBenefits

Codified Technology

• New products• New markets• Smarter problem-solving•Value-added innovation•Better quality customer service•More efficient processes•More experienced staff

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Strategy Measurement Policy Content Process Technology Culture

People

PeopleKnowledgeExchange

Knowledge Exchange

Knowledge Assets

KnowledgeCapture

KnowledgeInternalization

People

KnowledgeReuse

KnowledgeReuse

The ideal knowledge organization allows people to exchange knowledge across functional areas via technology and established processesKnowledge internalized and adopted within the culture of the organization

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Organizational personnel

Organizational personnel

ManagementDecision making

Culture

Informationtechnology

KM Life Cycle. capture. gathering. organizing. refining. transfer

Figure 1-6 The KM cycle and the organization

The move from an industrially-based economy to a knowledge or information-based one in the 21st Century demands a top-notch knowledge management system to secure a competitive edge and a capacity for learning.


Up to this slide 22 May 2011

The new source of wealth is knowledge, and not labor, land, or financial capital. It is the intangible, intellectual assets that must be managed.

The key challenge of the knowledge-based economy is to foster innovation.


The move from an industrially-based economy to a knowledge or information-based one in the 21st Century demands a top-notch knowledge management system to secure a competitive edge and a capacity for learning.


The new source of wealth is knowledge, and not labor, land, or financial capital. It is the intangible, intellectual assets that must be managed.

The key challenge of the knowledge-based economy is to foster or promote innovation.


For several decades the world's best-known forecasters of societal change have predicted the emergence of a new economy in which brainpower, not machine power, is the critical resource. But the future has already turned into the present, and the era of knowledge has arrived.

--"The Learning Organization," Economist Intelligence Unit


The knowledge economy rests on three pillars:

The role that knowledge plays in transactions: it is what is being bought and sold; both the raw materials and the finished goods

The concurrent rise in importance of knowledge assets, which transform and add value to knowledge products

The emergence of ways to manage these materials and assets, or KM


Designing and installing techniques and processes to create, protect, and use known knowledge.

Designing and creating environments and activities to discover and release knowledge that is not known, or tacit knowledge.

Articulating the purpose and nature of managing knowledge as a resource and embodying it in other initiatives and programs.


Competitive success will be based on how strategically intellectual capital is managed

Capturing the knowledge residing in the minds of employees so that it can be easily shared across the enterprise

Leveraging organizational knowledge is emerging as the solution to an increasingly fragmented and globally-dispersed workplace


If your department wants to stop constantly reengineering and downsizing: talented people are assets to be developed for a global 21st Century

If you are interested in the Knowledge GridIf you understand that reuse of knowledge

saves work, reduces communication costs, and allows a company to take on more projects


Knowledge can be embedded in processes, products, systems, and controls

Knowledge can be accessed as it is needed from sources inside or outside the firm

It is versatile and can be transferred formally, through training, or informally, by way of workplace socialization

It is the essence of the competitive edge!04/09/23 21Dr Adel Al-Alawi MGT446 UOB 2010-2011

Only if your organization is serious about implementing a knowledge management program

Economic realities and and competitive edge factors play a large role


There are two very different knowledge management strategies:

Codification Strategy

Personalization Strategy


Competency Management

Knowledge Sharing

Competitive Knowledge Management


Focus on five tasks: Generating knowledgeAccessing knowledgeRepresenting and embedding knowledgeFacilitating knowledgeTransferring knowledge

It is a process of instilling the culture and helping people find ways to share and utilize their collective knowledge.


LeadershipKnowledge champions, such as CKOsCultureAccessTechnologyLearning Culture


Changing the culture is imperative. To create a climate in which employees

volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal: finding ways to build trust and develop fair process.

That means getting the gatekeepers to facilitate the flow of information rather than hoard it.

And offering rewards and incentives.04/09/23 27Dr Adel Al-Alawi MGT446 UOB 2010-2011

Generating organizational knowledge invariably means converting the tacit knowledge of the individual into explicit knowledge accessible by all. Information technology is most effective when it enables this social process.

Companies must think through their technological systems.

Technology such as Intranets and advanced collaborative software have made Knowledge Management possible.


Lines between departments and operating divisions blur

Knowledge management efforts can completely collapse boundaries

A knowledge management system cannot work through hierarchies

Individual and team learning processes must become the true driver of organizational learning


By instituting a learning organization (KM-intensive), there is an increase in employee satisfaction due to greater personal development and empowerment.

Keeps your employees longer and thereby, reduces the loss of intellectual capital from people leaving the company.

Saves money by not reinventing the wheel for each new project.


Up to this slide on 24 May 2011

Reduces costs by decreasing and achieving economies of scale in obtaining information from external providers.

Increases productivity by making knowledge available more quickly and easily.

Provides workers with a more democratic place to work by allowing everyone access to knowledge.


Learning faster with KM Learning faster to stay competitiveKM software and technological

infrastructures allow for global access to an organization’s knowledge, at a keystroke


Information is widely disseminated throughout the organization. Wherever it is needed, it is accessible.

Accessible at a fast rate of speed.Virtual communities of practice share what is

known in a global fashion, independent of time zones and other geographic limitations.

Business boundaries are broad, and often virtual in nature.

Collaboration to support continuous innovation and new knowledge creation.


No internal learning communitiesLack of psychological safetyLack of workplace trustArrogance of people who believe they

know everything, so why try?Lack of communication within an

organization made evident by continually reinventing the same wheel

Negativity and unrealistic expectations04/09/23 34Dr Adel Al-Alawi MGT446 UOB 2010-2011

Where are we going? What are we here for?People need awareness of the whole: in

what direction is the organization going?To have a goal to reach in the future can

provide great incentive for a KM initiative.Effective leveraging lies within an

organization’s capacity for rethinking and recreating. Scenario thinking can help us to see the blind spots, and help to create the future we want.


There are three fundamental processes that sustain or contiunue profound changes such as the introduction of a KM system:

developing networks of committed peopleimproving business resultsenhancing personal results

To achieve sustainability, there must be a focus on learning, and learning how to harness the learning capabilities that lead to innovation. 04/09/23 36Dr Adel Al-Alawi MGT446 UOB 2010-2011

For significant change to lead to sustainability, hierarchical control must be put aside.

The emergence and development of informal networks must be supported so that people can share their tacit knowledge and help one another.

Managers need to surrender control.And mental models need to be examined.


Globalserve Knowcorp Hyperknowledge MicroStrategy The Molloy Group KnowledgeX Inc. WebFarming.com Softlab Enabling

Tools

Imagination Excalibur

TechnologiesImaging Solutions Grapevine

Technologies Intraspect Software Milagro: The Power

of Imagination 04/09/23 38Dr Adel Al-Alawi MGT446 UOB 2010-2011

The essence of knowledge management is understanding and valuing intangible assets over tangible

Understanding that human and intellectual capital are the greatest resources

Managing the skills and competencies that lie within an organization, and allowing them to blossom

Allowing people to be the best that they can be; optimizing performance


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Four-Process View of KM:Capturing – data entry, scanning, voice

input, interviewing, brainstormingOrganizing – cataloging, indexing,

filtering, linking, codifyingRefining – contexualizing, collaborating,

contexualizing, collaborating, compacting, Projecting, mining

Transfer – flow, sharing, alert, push

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Decentralize organization structure to allow decision making by teamwork

Reduce control-based management and encourage management by results

Revisit company’s mission statement and ethics policy to demonstrate its new views about values

Assess and improve employee responsibilities and accountability

Eliminate unnecessary directives or barriersInstall programs to improve employee

commitment to knowledge sharing

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Literacy + Electronic Infrastructure +Social Revitalization =

Opportunity for New Societal Infrastructure

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Strategists needs all three change elementsLiteracy and Electronic infrastructures

relate to knowledge distributionSocial revitalization relates to motivation

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Knowledge is productive ONLY when captured in people’s mind

Shareability requires decentralized intelligence

We need to empower knowledge workersTop performers can be a problem; they are

not the most humble

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The Knowledge Business has already changed

Are you in the knowledge business?How will you close your knowledge gap?Is your mind geared to re-think what you

think you know?

Chapter 1

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MGT466 Knowledge Management Dr Adel Presentation #1-3