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KNOWLEDGE MANAGEMENT for the New Economy

KNOWLEDGE MANAGEMENT for the New Economy. Data,Information & Knowledge Data is a set of discrete objective facts about events Information is data which have been organised and endowed with meaning Knowledge is a set of beliefs constituted by a mixture of framed experience,understanding,

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KNOWLEDGE MANAGEMENT for the New Economy

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  1. KNOWLEDGE MANAGEMENT for the New Economy

  2. Data,Information & Knowledge • Data is a set of discrete objective facts about events • Information is data which have been organised • and endowed with meaning • Knowledge is a set of beliefs constituted by • a mixture of framed experience,understanding, • contextual information and expert insight

  3. Data, Information & Knowledge Knowledge Transformed by conceptualisation, experience,insights Information Add value by analysis,sorting,summarising Data

  4. Knowledge Management System Overview of Organisational Knowledge Managing Organisational Knowledge Knowledge Management Strategy and Measurement Knowledge Management in Action

  5. Overview of Organisational Knowledge Differences between data,information and knowledge Capturing Knowledge Taxonomy of Organisational Knowledge Managing Knowledge

  6. Taxonomy of Knowledge Organisational Knowledge Private Public Component Architectural Component Collective Collective Individual Explicit Tacit Explicit Tacit

  7. WHY KNOWEDGE MANAGEMENT(KM)? 1.Know what you need to know in order to gain competitive advantage 2.Leverage collective wisdom to increase responsiveness and innovation 3.Provide employee with the knowledge that the job demands

  8. Two types of knowledge Tacit knowledge-ideas not captured, in the head of people Explicit knowledge-express in words eg procedures, work instructions Capturing Knowledge Knowledge Management Information Base Undocumented or Tacit Knowledge, Ideas,experience Documented or Explicit knowledge captured in Documents Sharing & Reuse

  9. HOW DO YOU “CAPTURE” KNOWLEDGE? 1.Encourage Matched Pair & Mentoring 2.Preparing Chicken Sheets 3.Driving Product Commonality 4.Use Training material,book shelf data,best practices, yellow pages,meeting minutes,document archives 5.Deploying Intranets,libraries,records centers,data warehouses,servers,hard drives,WWW,portals 6.Conducting knowledge Fairs

  10. Barriers/Drivers to doing KM 1.Experts do not know what they know what you do not know 2.There is no shared purpose or mental model 3.Old metrics, no incentives for sharing 4.Greater focus on the technology,not the strategy 5.Lack of corporate commitment to system:people & technology 6.Preference for “original” vs “repurposed” 7.Knowledge hoarding & politics 8.Too much emphasis on “how” and not enough on “why” 9.Lack of “Dasein” design philosophy Dasein is German for “being there”

  11. Critical success factors for KM: Culture-top management should be committed in making this initiative a success foster the knowledge sharing culture and rewarding it Rewards-offered after the fact, as a surprise made available to anyone who meets a given standard help overcome the knowledge hoarding mentality of today Metrics-measure the products of knowledge link knowledge to the bottom-line Take one step at a time,keep it simple

  12. Building Blocks of KM Leadership Clear strategic focus for knowledge sharing Visible senior management commitment Willingness to share knowledge Culture Willingness to invest in KM Willingness to use others’ knowledge Support and Incentive to contribute Navigation and search assistance Training & Internal Marketing Support Technology Speed, simplicity, access Continuous Improvement Metrics for contribution,usage,effectiveness (Simon Trussler(1998).The rules of the game,The Journal of Business Strategy Vol 19 Issue 1 pp16-19

  13. Process of Knowledge Management Knowledge Creation Knowledge Transfer Knowledge Storage Knowledge Utilisation

  14. Codification Vs Personalisation Codification Relies heavily on IT Knowledge is carefully codified and stored in databases Can be accessed and used easily by anyone in the company Personalisation Knowledge shared mainly through direct person-to-person contacts Chief purpose of computers is to help people communicate knowledge,not to store it

  15. Choosing the Right Strategy • Do you offer standardized or customized products? • Do you have a mature or innovative product? • Do your people rely on explicit or tacit • knowledge to solve problems?

  16. Implementation Framework Technology Organisational Exploration Groupware KM System Capabilities Education, Development Explicit Connectivity Intranet Contactivity Meetings, events Tacit

  17. Initiatives • Knowledge Yellow Pages • Knowledge Fairs • Communities-of-practice • Mentoring and Training • Intranet • Data mining,data-warehousing

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