Chapter 1a
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The document discusses the objectives, definitions, history, and key concepts of knowledge management (KM). It aims to explain why KM is important for businesses in today's economy that relies heavily on knowledge workers. KM is defined as the process of identifying, capturing, sharing, and evaluating an organization's information and expertise. It emerged due to factors like globalization, downsizing, and increased data sharing capabilities. The document outlines the KM lifecycle and various challenges organizations face in effectively managing their knowledge.
Chapter 1a
- 1. OBJECTIVES Why Knowledge Management? What is Knowledge Management? How It Came About? KM Myths Implications for Knowledge Management
- 2. Economic reliance on knowledge workers is increasing Knowledge gap Customers and businesses want a more integrated approach Best to say you are in the knowledge business
- 3. WHY KM? Consumer to Prosumer: more educated customers, they demand more. Exponential benefits: as people learn from it. Makes business processes faster and more effective. positive impact. Enables the organization to position itself for responding quickly to customers, creating new markets, developing new products and dominating emergent technologies. Builds mutual trust between knowledge workers and the management. Facilitates cooperation in handling Time-Sensitive tasks. Empowers employees in a unique way. Helps capture tacit knowledge. Intangible return on knowledge sharing than on knowledge hoarding. Building better sensitivity to Brain Drain: expertise gravitates towards the highest bidder. Ensuring successful partnering and core competencies. Shortens the learning curve, facilitates sharing of knowledge.
- 4. DEFINITIONS KM is a newly emerging interdisciplinary business model dealing with all aspects of knowledge with in the context of the firm, including knowledge creation, codification, sharing, and how these activities promote learning and innovation (encompassing technology tools and organizational routines in overlapping parts). KM is the process of gathering a firms collective expertise wherever it resides-in databases, on paper, or in peoples heads-and distributing it to where it can help produce the biggest payoff. KM is not about technology; it is about mapping processes and exploiting the knowledge database. It is applying technology to peoples mind. KM is a discipline of identifying, capturing, retrieving, sharing, and evaluating an enterprises information assets.
- 5. HOW IT CAME ABOUT The pace of change has accelerated dramatically during the past decade. Globalization and geographic dispersion changed the organisations scope. Downsizing and reengineering resulted in staff attrition and knowledge drain. Networking and data communication made it easier and faster to share knowledge. The increasing dominance of knowledge as a basis for improving efficiency and effectiveness.
- 6. FACTORS OF KM PEOPLE (Work Force) ORGANISATIONAL KNOWLEDGE PROCESSES TECHNOLOGY (IT Infrastructure)
- 7. UNCAPTURED TACIT KNOWLEDGE Oral Communication Tacit Knowledge 50%-95% Information Request Explicit Explicit Knowledge Knowledge Base 5% Information Feedback
- 8. THE KNOWLEDGE ORGANISATION CULTURE TECHNOLOGY COMPETITION COLLECT CREATE ORGANISE KNOWLEDGE INTELLIGENCE MAINTAIN ORGANISATION REFINE DISSEMINATE LEADERSHIP KM KM DRIVERS PROCESS
- 9. IDEAL KM Strategy Measurement Policy Content Process Technology Culture Knowledge Internalization Knowledge Knowledge People Assets Reuse Knowledge Knowledge Exchange Capture Knowledge People Exchange Knowledge People
- 10. WHAT KM IS NOT ABOUT KM is not reengineering. KM is not a discipline. KM is not a philosophic calling. KM is not intellectual capital. KM is not based on information. (K has been viewed as info. in action) KM is not about data. Knowledge value chain is not information value chain. KM is not digital network. KM is not limited to gathering information from companys domain.
- 11. KM AND INNOVATION Existing New Products Outside Methods/ Environment New Markets Processes Learning Smarter problem- solving Conversion Value-added People New Insights innovation Ideas Better customer Knowledge service Creation More efficient processes More Experienced staff Knowledge Base Organizational Benefits
- 12. THE KM CYCLE AND THE ORGANISATION Organizational Management Personnel Decision Making KM Life Cycle Capture Gather Organize Refine Culture Information Technology
- 13. FOUR PROCESS VIEW OF KM CAPTURING ORGANIZING Data Entry Cataloging Scanning Indexing Voice Input Filtering Interviewing Linking Brain Storming Codifying TRANSFER REFINING Flow Contextualizing Sharing Collaborating Alert Compacting Push Projecting Mining
- 14. KEY CHALLENGES What Km is and it can benefit a corporate environment? How to evaluate the firms core knowledge? How knowledge can be captured, processed, and acted on? How to address the still neglected areas of collaboration? Continue researching KM to improve and expand its current capabilities?