A Lean and Healthy Diet of “Knowledge Management”
Nigel W. Dawes
Chairman
IPM Holdings Ltd.Vice President
Areopa, S. E. Asia
Confidential, not to be disclosed without Confidential, not to be disclosed without written approval of the authorwritten approval of the author
CMMU
Bangkok, Thailand.
16th February 2009
Organisational StructuresOrganisational Structures
Process MappingProcess Mapping
Knowledge
Management
Change
Management
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• Q u a l i f y a n d c a t e g o r iz e I T S M p r o c e s s e s
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S t r u c t u r e
Hierarchical type company = Internal Conflicts
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BoardBoard
ManagementManagement
PersonnelPersonnel
Sales = Max.Quota
Accounts =Check & Balance
Production =Max output
Logistics =Just in time
Conflicts Conflicts
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The Process Map
On average 14 On average 14 inputs inputs
On average On average
8 outputs 8 outputs On average 150 On average 150
processes on Level 3processes on Level 3
Process OwnersProcess OwnersInternal CustomersInternal Customers
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Level of detail of the business processes
» Level 1 Conceptual level
» Level 2 Departmental level
»Level 3 Hand off level
» Level 4 Task level
» Level 5 Programming level
ProcessProcessOwnersOwners
AA
BB
CC
DD
EE
This is where inefficiencies, re-work, This is where inefficiencies, re-work, down-time, & wastage occursdown-time, & wastage occurs
Business Processes:Process Map Structure
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Examples of business processes
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Examples of business processes
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Corporate Structure
CorporateGovernanceProcesses
ResourceManagementProcesses
CoreBusiness
Processes
SpecialTopics
Change ManagementWhy do we need to change?
Knowledge ManagementHow do we implement?
Organisational StructuresOrganisational Structures
Process MappingProcess Mapping
What is Knowledge Management?Knowledge Management (KM) has many varied facets and depends on what your objectives are as to the ‘type’ of KM that you can implement. For sure, we can determine that KM is to do with people, processes and technology (in that specific order of priority and importance).We can also determine that when we refer to knowledge we can also include information and data. So to define KM in general terms means that we should be focusing on getting the RIGHT information, data and knowledge to the RIGHT people at the RIGHT time.
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from from chaos chaos
totostructurestructure
fromfromabstract abstract
to practicalto practicalknowledgeknowledge
Content Content capturicapturingng
StorageStorage Re-usabilityRe-usability
I2 I2 Intelligent IntegrationIntelligent Integration
from from information information
to to knowledgeknowledge
What are the different ‘objectives’ of KM?
Based on strategic objectives, KM can be ‘fine tuned’ to suit your specific goals, as follows:-•To reduce operating costs by improving efficiency through knowledge sharing and business process improvements.•To generate new knowledge through innovation and creativity by focusing attention on the knowledge reporting processes in the R & D areas of operation.•To create a knowledge sharing community/culture to improve the working environment.•To increase customer satisfaction by establishing/improving call centres, FAQ’s and Help Desks.•To increase revenue by offering products and services that better ‘fit’ your customer profiles.
As you can garner from the above, KM can be utilised in many different forms and, with the right stakeholders ‘buying in,’KM has the power to transform an organisation.
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What are the different ‘types’ of KM?Conceptual elements in 3 dimensions:
Type: Explicit -> Tacit = Organisation shares knowledge with individual
Tacit -> Explicit = Individual shares knowledge with Organisation
Focus: Information* -> Learning = Training programmes
Learning -> Information* = New knowledge reporting
Organisation: Digital -> Social = ease of personal access
(3 clicks away)
Social -> Digital = New knowledge reporting
Clinical KM should be based on a broad strategy:
Evidence Based Learning (EBL) Knowledge Audits
Communities of Practise (COPs) Mentorship
Talent Management Succession Planning
Workforce Planning & Development* Information = knowledge, data, experience, lessons learned, case studies, GPIP, Little methodologies, tips & tricks of the trade
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ReorganisationReorganisationRestructuringRestructuringRedeploymentRedeploymentRedundanciesRedundanciesRetirementRetirementRotationRotationill-health/Disabledill-health/DisabledPremature deathPremature deathLeave for competitorLeave for competitorLeave for another jobLeave for another job
Why is KM necessary?Why is KM necessary?
==
Loss of Loss of valuable valuable local and local and nationalnationalKnowledge,Knowledge,Experience,Experience,Skills, Skills, know-howknow-how& expertise& expertise
DEFINITION OF KM
The way in which multi-disciplinary teams, work in harmony to harvest the personal expertise that is essential to operate efficiently,
learn from it, adapt it to local situations and individual customers, and distribute it via reliable networks to the people caring for the customers, so that they can use it to improve the quality of service delivered.
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KM – Features and Benefits
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KM related effects
Greater & easier access to Knowledge Time saved
Improved understanding of relevant expertise More efficient organisation
Increased Knowledge sharing & creation More pro-active creative organisation & job satisfaction increased
More effective renewal/ removal of Knowledge Up-to-date database
Internal Benefits -Operations Focus
Knowledge Carriers even more motivated to use Knowledge
Increased respect for expertise in organisation
Improved re-use of technology & lessons learned Shorten R & D lead-time for projects to reach commercial stage
Access to more data and information will reduce errors Huge potential savings and lower operating costs
Quicker decision making due to access to more information
Improved efficiency
Improved deliverables- Service Focus
Greater customer service understanding Increase customer focus and service levels
Products or Services with better ‘fit’ to customer’s needs
Will lead to increased orders & revenue
Higher quality services Will lead to increased orders & revenue
Faster response/ quicker delivery of services Increase customer focus and service levels
External Benefits -Customer Focus
Increased range of products or services more Added Value for customers
Increased customer satisfaction Improved reputation, image & brands
Increased level of service to customers Increased demand & orders & revenue
Improved relations for customer & organisation Improved corporate image
Bottom Line Benefits
Market Image improves Brand value increases
Organisation profitability increases Company & Share values increased
Organisation viability increases Increased revenues & profitability
Employee, community & Society relations improve Better branding & increased corporate reputation and values
Knowledge & Intellectual Capital
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Explicit Vs. Tacit Knowledge
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Explicit knowledge
• Easier to identify
• Re-usable in consistent and repeatable manner - for
decision-making and/or
exercising judgement
• Can be stored as a written procedure or as a process in a computer system
• Stored as artefacts - artificial physical or virtual entity that
can be measured, identified, distributed and audited
Tacit knowledge• Lessons learned, tips & “tricks
of the trade”• Little methodologies, cases,
stories• Personal, context-specific, hard
to formalise and communicate • Intuitions, rules of thumb, mind-
sets, unwritten rules of turf and territory, unconscious values
• Trivial fundamental philosophy
AssetAsset LiabilityLiability
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• Explicit : is everything that is captured and put down on paper by means of instructional databases and resides in computer systems manuals, memo’s etc . In general we call it :
“BUSINESS INTELLIGENCE”
15% of all the knowledge used in an organization is explicit knowledge
• Tacit : is all the knowledge that resides in the heads of all employees, suppliers and customers and which was not written down or stored in
any way .
85% of all the knowledge used in an organization is tacit knowledge
Explicit Vs. Tacit KnowledgeExplicit Vs. Tacit Knowledge
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• Level 1: general knowledge, conceptual statements, political etc. Gives a general idea of what is meant, gives a general idea, is open ended, means everybody can put his own interpretation and detailed content in the concepts
• Level 2: theoretical knowledge: is the explanation how the general statement can be practical implemented. It is still the intention which demonstrates his/her knowledge used in general. Sometimes we call this theoretical knowledge
• Level 3: Practical Knowledge: this knowledge explains exactly what the underlying elements are that we need in order to “do”, executes tasks within business processes
• Level 4: potential knowledge: this is the knowledge we used in level 3 but enlarged with extra concepts and new elements of potential knowledge that could be enriched by which the process performance could have more added value.
• Level 5: analytical knowledge: from all the knowledge used in the process steps, a complete and very detailed analysis is made. All the fundamental elements are brought to the table. All the in and outs are defined. No stone stays unturned.
Level of detail of the knowledge we need to captureLevel of detail of the knowledge we need to capture
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Introducing the 12 Step MethodologyStep 1: The KM Strategy:1.1 Formulate measurable business objectives; Think big and start small. Become a champion of small but critical project first without losing sight of the overall goals. 1.2 Obtain executive sponsorship; KM cannot succeed without active support from senior management. The challenge is to acquire executive sponsorship early in the process.1.3 Staff the KM Team with the right personnel; regardless of how small the initial KM implementation is going to be, it needs an adequate number and the right mix of individuals to succeed. A carefully planned and adequately staffed KM team will ensure that the implementation doesn’t get treated as extra or additional work, but rather as a key organizational initiative.1.4 Identify and tackle cultural resistance. This is also the best time to identify and create plans to tackle any organizational resistance to knowledge sharing. Resistance usually stems from a fear of the unknown and how it will affect roles, responsibilities, and job security. As far as possible, make tangible changes to performance measurement criteria and key performance indicators such that users see the direct benefits of sharing and reusing knowledge.
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Step 1.1 Formulate measureable objectivesStep 1.1 Formulate measureable objectivesKM: It’s as simple as ABCKM: It’s as simple as ABC
Asset added value of knowledgeAsset added value of knowledge
Cost effectivenessCost effectiveness
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Step 2: The KM Planning:Step 2: The KM Planning:2.1 Carefully identify and select target consumers.2.1 Carefully identify and select target consumers. Unless a target audience have been Unless a target audience have been clearly identified, a KM implementation is more liable to move in the direction of a general clearly identified, a KM implementation is more liable to move in the direction of a general information dump. Those who need knowledge will still not be able to find it. The challenge is information dump. Those who need knowledge will still not be able to find it. The challenge is to implement KM not for the sake of KM, but for the creation of business value for a focused to implement KM not for the sake of KM, but for the creation of business value for a focused user community.user community.2.2 Identify key subject matter experts2.2 Identify key subject matter experts. Identify key subject matter experts to ensure that . Identify key subject matter experts to ensure that the KM system is populated with relevant knowledge content. Select subject matter experts the KM system is populated with relevant knowledge content. Select subject matter experts who seem least resistant to knowledge sharing. who seem least resistant to knowledge sharing. 2.3 Create an awareness raising campaign2.3 Create an awareness raising campaign. “Promote! Promote and Promote!” Raising . “Promote! Promote and Promote!” Raising awareness will bring people’s attention and focus on the real issues. In addition, changing awareness will bring people’s attention and focus on the real issues. In addition, changing attitudes, behaviours and patterns will emerge, together with mobilising support in favour of attitudes, behaviours and patterns will emerge, together with mobilising support in favour of new KM policies. Make this awareness campaign focus internally and externally.new KM policies. Make this awareness campaign focus internally and externally.2.4 Conduct a Knowledge Audit.2.4 Conduct a Knowledge Audit. To identify the skills that the organisation needs to carry To identify the skills that the organisation needs to carry out its main objectives. To establish what skills and tools are needed to achieve the main out its main objectives. To establish what skills and tools are needed to achieve the main KM objectives. Whilst also considering what skills are lacking within the organisation. KM objectives. Whilst also considering what skills are lacking within the organisation. 2.5 Identify small first project2.5 Identify small first project. A small but critical first phase project be selected from the . A small but critical first phase project be selected from the outset. The challenge is to not get overwhelmed by the scope or attempt to tackle too much outset. The challenge is to not get overwhelmed by the scope or attempt to tackle too much too soon.too soon.2.6 Build bridges between KM and existing organisation practices.2.6 Build bridges between KM and existing organisation practices. Typically, Typically, organizations that are implementing KM already have an established data centre, so they organizations that are implementing KM already have an established data centre, so they are not only building a knowledge base – they must also integrate it into their existing are not only building a knowledge base – they must also integrate it into their existing environment – their call tracking system, email, remote diagnostics and other support environment – their call tracking system, email, remote diagnostics and other support systems.systems.
The 12 Step Methodology
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Knowledge Management Specialist Libraryhttp://www.library.nhs.uk/knowledgemanagement/
Step 2.3 Part of the awareness campaign:Example of Knowledge Management in practise:NHS – National Health Service - UK
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The 12 Step Methodology
Step 3: The KM Execution: Step 3: The KM Execution: 3.1 Invest in meticulous project management.3.1 Invest in meticulous project management. KM implementations need the same KM implementations need the same scrutiny and project management methodologies required for any other major scrutiny and project management methodologies required for any other major implementation. Determine project milestones based on objectives. implementation. Determine project milestones based on objectives. 3.2 Manage a flexible project scope.3.2 Manage a flexible project scope. The project scope should be flexible; the more rigid The project scope should be flexible; the more rigid the scope, the less likely to meet user approval. The challenge is to be open to requests and the scope, the less likely to meet user approval. The challenge is to be open to requests and still not let scope creep play havoc with project schedules. still not let scope creep play havoc with project schedules. 3.3 Keep the user community involved.3.3 Keep the user community involved. The challenge is to keep users involved during the The challenge is to keep users involved during the project, solicit and incorporate feedback. An ongoing involvement of the user community will project, solicit and incorporate feedback. An ongoing involvement of the user community will result in a shared feeling of ownership and decision making. This will lead to higher user result in a shared feeling of ownership and decision making. This will lead to higher user adoption, will see increased ROI and greater visibility across the organization.adoption, will see increased ROI and greater visibility across the organization.3.4 Obsess about knowledge quality.3.4 Obsess about knowledge quality. If there is anything worse than not being able to find If there is anything worse than not being able to find a critical piece of knowledge, it is finding erroneous, duplicate, or outdated material. Having a critical piece of knowledge, it is finding erroneous, duplicate, or outdated material. Having determined the right content, the challenge is to ensure that it is as flawless as possible from determined the right content, the challenge is to ensure that it is as flawless as possible from a quality perspective. Rigorous due diligence will ensure that the most critical and commonly a quality perspective. Rigorous due diligence will ensure that the most critical and commonly used content is accounted for. Knowledge consumers will adopt the system faster, as they used content is accounted for. Knowledge consumers will adopt the system faster, as they will be able to rely on the quality and accuracy of the information they access, need and will be able to rely on the quality and accuracy of the information they access, need and share.share.3.5 Market the KM implementation3.5 Market the KM implementation (and report) regularly to all stakeholders. Even if the (and report) regularly to all stakeholders. Even if the initial KM implementation is targeted at a very small user community, there is a risk that it will initial KM implementation is targeted at a very small user community, there is a risk that it will get lost amongst many other projects. The challenge is to stay focused on the business get lost amongst many other projects. The challenge is to stay focused on the business objectives of the KM implementation and at the same time garner increased exposure and objectives of the KM implementation and at the same time garner increased exposure and mindshare. Creating awareness of KM and its benefits across the larger organization will help mindshare. Creating awareness of KM and its benefits across the larger organization will help identify new avenues for KM, help increase user adoption, further motivate the KM Team, identify new avenues for KM, help increase user adoption, further motivate the KM Team, and most importantly ensure ongoing executive commitment and funding.and most importantly ensure ongoing executive commitment and funding.
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The application of what we already know will have a bigger impact on our business than any technology likely to be introduced in the next decade.
The application of what we know can prevent and minimise the 7 ubiquitous problems
• Errors, mistakes and rework• Poor quality of service• Waste (time and materials)• Unknown variations in policy and practice• Poor customer experience• Overenthusiastic adoption of interventions of low value• Failure to get new evidence into practice
Step 3.4 Obsess about knowledge quality
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The 12 Step Methodology
Step 4: Process Mapping:Step 4: Process Mapping:Knowledge maps can be either strategic or tactical depending upon the need and intent. Knowledge maps can be either strategic or tactical depending upon the need and intent. The best way to start the mapping exercise is by targeting processes that need The best way to start the mapping exercise is by targeting processes that need improvement, from either the enterprise or process level.improvement, from either the enterprise or process level. The highest level mapping - at the enterprise level - is what is known as an expertise The highest level mapping - at the enterprise level - is what is known as an expertise review. This is a crucial area of mapping as it identifies the various silos of knowledge review. This is a crucial area of mapping as it identifies the various silos of knowledge available in the organization as well as the key assets of knowledge. The expertise tacit available in the organization as well as the key assets of knowledge. The expertise tacit knowledge map focuses specifically on business units and other such entities. The knowledge map focuses specifically on business units and other such entities. The purpose being to identify the processes where specific knowledge resides.purpose being to identify the processes where specific knowledge resides.
Step 5: The Knowledge Atlas:Step 5: The Knowledge Atlas:Typically, there are approximately 150 different processes in an organisation, consisting Typically, there are approximately 150 different processes in an organisation, consisting of 14 inputs resulting in 150 processes and producing 8 outputs.of 14 inputs resulting in 150 processes and producing 8 outputs.
Step 6: The Knowledge Processes:Step 6: The Knowledge Processes:Once the Process map has been created, it is then necessary to highlight the KM Once the Process map has been created, it is then necessary to highlight the KM processes from the total. The purpose of this step is to identify the processes which processes from the total. The purpose of this step is to identify the processes which create the most Added Value to an organisation. There are approximately 8 – 15 create the most Added Value to an organisation. There are approximately 8 – 15 processes that fall into this category from the total of 150.processes that fall into this category from the total of 150.Next we have to separate the Knowledge Processes from the Work Processes. We can Next we have to separate the Knowledge Processes from the Work Processes. We can identify Knowledge and Work Processes by using workflows for each process and then identify Knowledge and Work Processes by using workflows for each process and then correlate which of the actions are defined as Knowledge Centre (KC) and which, Work correlate which of the actions are defined as Knowledge Centre (KC) and which, Work Centre (WC).Centre (WC).
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Gov. Policy & Constitution
Data Collection /
Questionnaire
Propose Project
Set up Working Group
Project Approval
YesNo
Study & SWOT Analysis
BrainstormingDraft
1st Draft Plan
Approving
2nd Draft Plan
Approving
Final Plan
No
Yes
YesNo
WC
WC
WC
KC
KC
KC
KC
Step 6. Process Work FlowIdentifying Knowledge Centers (KC) and Work Centers (WC)
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The 12 Step MethodologyStep 7: The Knowledge Carriers:We then have to identify the Process Owners (the people who carry out the tasks in a process) who “do” the KC work. This can be one or more persons within the Knowledge Centre. This will result in a list of names of Knowledge Carriers and these are the people who are defined as the most important sources of knowledge within an organisation. It also identifies the risk for the organisation as it identifies the people who, should they leave the organisation (voluntarily or otherwise) the knowledge would also leave the organisation with them. We should prioritise the list of names using age, health and social standing as parameters.
Step 8: Capture:Capturing the knowledge from the Knowledge Carriers can be achieved through various methods such as Focus Interviews; Visualisation; 7 why techniques and Social Network Analysis. It is important to distinguish between Explicit and Tacit Knowledge and to identify the learning elements such as case studies; Lessons learned; stories; tips and tricks acquired and little methodologies.
Step 9: Storing the knowledge:Distinguishing the differences between data, information and knowledge is important for IT purposes. Indexation, codification and classification are all used to make accessibility so much easier for future users. Web Collaboration tools and software packages designed for sharing and leveraging of knowledge and must be able to generate knowledge that can be readily understood by others.
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Evidence:
Knowledge audit
Patient surveys
Process mapping
Resources:
People
Infrastructure
Intellectual Capital
Explicit Knowledge (ca. 15%)
People:
Quality/skilled/experienced
Specialist/Experts
Communities of Practise
Social networking
Learning:
Research & Development
Training programmes
Virtual e-learning
Knowledge sharing
Technology:
Research & Development
Using technology
Knowledge storing – Business Intelligence
Database management
Sharing:
Access to knowledge 3 clicks away
New knowledge reporting
“Do once and share” principal
Clinical Knowledge Management
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The 12 Step Methodology
Step 10: Make Knowledge Re-usable:This topic was intended for IT specialists. However it is important that each KM Professional understands the basics of KM indexing and codifying. Utilising the power of J-learning (Just enough; Just appropriate; Just in time) techniques will assist in understanding the requirements of the KM system users.
Step 11: Become a KM mogul and create your own Best Practices:Become your own best Practice ASAP. You must continually promote and Champion the KM cause. Identify individual allies that believe in the project, enthusiastically advocate it and have the influence to “make things happen.”Likewise, obtaining some early successes in the form of “Good Practices” and better still some Best Practices will endear more people will want to ‘buy-in and come on board. External Best Practices can help but identifying your own internal Best Practice will have a defining moment in your KM storybook.
Step 12: Value the Knowledge Assets:Areopa offers companies the solution to calculate the knowledge as part of the overall Intellectual Capital Calculation (ICC) that constitutes the organization. ICC is based on the newly developed 4-leaf Model of Intellectual Capital integrating Human Capital, Structural Capital, Strategic Alliances (business partners), and Customer Capital.
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Step 12. Value the knowledge assetsThe 4 Leaf Model
The four ‘pure’ elements: The four ‘pure’ elements: Human Capital (HC), Structural Capital (SC), Strategic Alliances/Partner Capital (SA) (business partners), and Customer Capital (CC).
Conclusion:
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Knowledge management is an on-going process, technology is Knowledge management is an on-going process, technology is
merely an enabler. Therefore, commitment from senior merely an enabler. Therefore, commitment from senior
management is absolutely essential, which is not evident in many management is absolutely essential, which is not evident in many
Thai corporations. Thai corporations.
Thailand ought to enjoy a cultural advantage compared to many Thailand ought to enjoy a cultural advantage compared to many
nations, since the country is very much a melting pot of Thai, nations, since the country is very much a melting pot of Thai,
Chinese and people from different backgrounds. Thailand therefore Chinese and people from different backgrounds. Thailand therefore
has a long history of sharing different kinds of views and ways of has a long history of sharing different kinds of views and ways of
thinking. thinking.
People should not see knowledge-sharing as a threat or a burden, People should not see knowledge-sharing as a threat or a burden,
but enjoy the benefit of sharing knowledge and ideas with but enjoy the benefit of sharing knowledge and ideas with
colleagues without being afraid of losing face or credibility. What is colleagues without being afraid of losing face or credibility. What is
important is to make knowledge management exciting for people. important is to make knowledge management exciting for people.
And that is as true for anywhere in the world as it is for Thailand. And that is as true for anywhere in the world as it is for Thailand.
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