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Chapter 14

Chapter 14. Leadership and Reward Structures. Culture Change. successful KM takes culture change you have to gain the heart and the minds of the workers. KM leadership roles (CKO). Educating user Educating the management team Mapping and de-fragmenting existing knowledge

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Chapter 14

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  1. Chapter 14 Leadership and Reward Structures

  2. Culture Change successful KM takes culture change you have to gain the heart and the minds of the workers 344-493 SP KMS

  3. KM leadership roles (CKO) • Educating user • Educating the management team • Mapping and de-fragmenting existing knowledge • begin with what already exists • Create the technology channels • integrating the business process with the technology enablers 344-493 SP KMS

  4. KM leader’s job description (CKO) • Optimizing process design for KM : • design process for creating new knowledge • distributing existing knowledge • applying or reusing what is already known • Creating channels for leveraging untapped knowledge and competencies within the firm • Integrating KM : • embody KM into the routine task and activities of the firm employee 344-493 SP KMS

  5. KM leader’s job description (CKO) • Breaking barriers: • break down technical, cultural, and workflow barrier in communication and knowledge exchange processes • making a strong case for KM investments • Watching the learning loop • ensure that the firm is learning from its past mistakes and failures • Creating financial and competitive value • build knowledge asset • Support IT 344-493 SP KMS

  6. CKO Successful KM depend on CKO 344-493 SP KMS

  7. Technical Organizational CKO responsibility Explicit Tacit COP 344-493 SP KMS

  8. KM leader culture focus employee pool stable employee poolmobile Project Oriented software law business Functional Oriented service marketing 344-493 SP KMS

  9. Reward structure • KM is 30% for technical part • KM is 70% for culture change • KM needs strong reward structure • Trust and cooperation is very important for KM system 344-493 SP KMS

  10. Reward structure • Each employee must know why his or her opinion and contribution to the KM system counts • CKO must ensure that employees are given the time to contribute to it as a part of their jobs • CKO motivate employee to use and add value to the KM system • promotion system are designed to recognize those who do the best job of knowledge sharing • penalized those who don’t share knowledge • reward accumulation of skills in addition to performance 344-493 SP KMS

  11. The end.

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