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An Introduction to Intellectual Capital & Knowledge Management

An Introduction to Intellectual Capital & Knowledge Management. Learning Objectives. Review tutorial comments Understand the basics of knowledge management Appreciate its potential and challenges Explore diverse IT topics through student-led discussions. Definitions. Knowledge is …

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An Introduction to Intellectual Capital & Knowledge Management

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  1. An Introduction to Intellectual Capital & Knowledge Management

  2. Learning Objectives • Review tutorial comments • Understand the basics of knowledge management • Appreciate its potential and challenges • Explore diverse IT topics through student-led discussions

  3. Definitions • Knowledge is … • Intellectual capital is … • Intellectual property is...

  4. So, in a business sense... Knowledge is: • Valuable • A competitive tool • Worth managing But… • Difficult to capture • Easy to take for granted... …but, as a result, often overlooked

  5. Common Terms • Organizational Learning • Knowledge Sharing • Knowledge Base • Decision Support System (DSS) • Executive Support System (ESS) • Executive Information System (EIS) • Knowledge-based Organization • Chief Knowledge Officer (CKO)

  6. KM Metrics • Non-structured information will grow by 20-30% per year1 • Non-structured information may make up >50% of a large company’s electronic assets2 • KM market growth >$1Billion/year by Year 20001 Source: Gartner Group1 and Forrester Reseach2, quoted by Sovereign Hill www.sovereign-hill.com/products/km_desc.html

  7. KM Focus • Impetus for knowledge management • Executive mgt (51%) • Line-of-business mgt (20%) • IT groups (17%) • Goals • Integrate with all systems: desktop, ERP, CRM, supply chain management • Expand to e-Business & Intranet content management Source: www.cio.com/sponsors/091599_km_1.html, citing a Delphi Group study

  8. Sharing knowledge & best practices Instilling responsibility for knowledge sharing Capturing & reusing past experiences Embedding knowledge in products, services, and processors Producing knowledge as a product Driving knowledge generation for innovation Mapping networks of experts Building and mining customer knowledge bases Understanding and measuring the value of knowledge Leveraging intellectual assets Knowledge Initiatives at Xerox Source: Xerox Corp, quoted in www.cio.com/sponsors/091599_km_1.html,

  9. KM Tools/Approaches • Specialized applications • GrapeVine (www.grapevine.com/products/Default.htm) • Profiler (an experimental education application) (scrtec.rtec.org/profiler/about/) • Data warehousing/mining • Intranets/Extranets • Groupware • Email • Conferences, face-to-face contact

  10. Barriers/Challenges • Inherent nature of tacit knowledge/skill • Human nature • Organizational culture • Business pressures • Time availability • Competing uses for resources • Stagnation • Knowledge is dynamic • “Systems” sometimes become static

  11. Managerial Issues • Cost-benefit justification • Where, physically, to store • Disaster Recovery • Legal concerns • Internal or External (similar to make or buy) • Ethics: Data Security

  12. More Issues • Ethics: Paying for use • Data…to purge or not to purge? • Legacy systems & data • And…once again…what constitutes knowledge, how to capture it, and how to keep it current!

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