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KNOWLEDGE MANAGEMENT. . . . . From Concept to Reality. A Presentation by Tim Cope Chief Information Officer UNSW 5 May, 2003. Approach. Concept Definition. Value Assessment Framework. Opportunity/Threat Modelling. How do we prioritise the opportunities

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slide1

KNOWLEDGE MANAGEMENT

. . . . From Concept to Reality

A Presentation by Tim Cope

Chief Information Officer

UNSW

5 May, 2003

approach
Approach

Concept Definition

Value Assessment Framework

Opportunity/Threat Modelling

  • How do we prioritise the opportunities
  • How do we deal with potential dis-continuities (threats)
  • What is this ?
  • How do we assess the value

Focus of today’s presentation

knowledge management is not a new concept
Knowledge Management Is Not A New Concept!

1959 – Peter F. Drucker The knowledge worker

1966 – Michael Polyani Tacit and Explicit Knowledge

1989 - Karl Erik Sveiby The “Invisible Balance Sheet”

1991 - Skandia First corporate appointment of VP for IP

1995/6 First Business Conferences Building awareness of KM

1998 – World Bank Chooses KM as topic for annual world development report

so what is knowledge management
New processes specific to the management of knowledge

Organisational structures that create accountability for KM

Applications that support KM processes

Enabling technologies

So What Is Knowledge Management?

A proposition that responsiveness and innovation can be improved through the leveraging of collective wisdom and experience

…..this proposition is supported by:

It requires an integrated approach to identifying, managing, and (most importantly) sharing the information assets of the enterprise

information management versus knowledge management

Source: Gartner Research

Information Management Versus Knowledge Management

Develop a culture of trust, autonomy, collaboration, and innovation

How IP will managed and leveraged.

Make KM part of the normal workflow and functions of the worker

How and why to use information and resources, and enable that knowledge to be more responsive and innovative

Engage individuals and communities, to flatten organisational structures and simplify communication paths

the knowledge value chain
The Knowledge Value Chain

We must recognise that there is a value chain for “Knowledge” in just the same way that Michael Porter (1985) proposed that business functions be organised in terms of the value added to customers.

Integration

Preservation

Transmission

Application

Creation

  • Within the value chain, business processes and KM processes interweave and at the touch points, create the “Points of Confluence” that require integration of KM practices

It can be argued that part of the societal role of a university is to nurture and protect this value chain

mapping to the points of confluence
Mapping to the Points of Confluence

Which KM processes are active at the points of confluence in the Knowledge Value Chain and what are we looking for ?

Integration

Preservation

Transmission

Application

Creation

Business Processes

Business Processes

Business Processes

Business Processes

Business Processes

Publish

Locate & Retrieve

Catalogue & Store

Discovery

  • Meta-data standards
  • Semantic models
  • Netcasting
  • Portals
  • Low barriers to access
  • Neural Networks
  • Visualisation
  • Case-based Reasoning
  • Rule-based Systems
  • 24x7 Secure Storage
  • Data Warehouses
  • Document Management
  • Digital Archiving
  • Information Request Brokers
  • Search Engines
  • Content extraction
  • Intelligent Agents
  • Query Tools
  • Collaboration Space
slide10
A Conceptual Architecture is Required to Position Technologies Relevant to KM and Provide a Context For Selection

Interface

Knowledge Portal

Knowledge Management services

Discovery Services

Collaboration Services

Taxonomy

Knowledge map

Information and process management

Knowledge Repository

Infrastructure

E-mail, file servers, Internet / intranet services

Information and Knowledge Sources

WP

Email

World Wide Web

Corporate

Databases

People

Collaboration Services

Discovery services

Knowledge Map

Knowledge Repository

supports knowledge sharing

helps users to retrieve and analyse the information in the corporate memory

provides a corporate schema for knowledge classifications

provides the information management functions for captured knowledge

commercial organisations and knowledge management
Commercial Organisations and Knowledge Management

Exploring value of KM from 3 perspectives:

  • Improvement in operating efficiency of business processes which benefit from having access to superior information at the point of need e.g customer-facing and marketing processes, product development etc
  • A knowledge-empowered organisation
  • A way of addressing concerns over the loss of corporate memory arising from the increasing mobility of labour

“If we only knew half of what we know, we would be twice as profitable”

Carla Fiorini, CEO Hewlett Packard Corp

but are also interested in preserving invisible equity
But are also interested in preserving “Invisible Equity”

This illustration was developed using data taken from the CWO Balance Sheet of 31 March 2001

Assets Finance

Current

Liabilities

Non Current

Liabilities

Visible

Shareholder

Equity

Invisible

Equity

1.99

1.98

Current

Assets

Non-

Current

Assets

3.58

8.95

10.93

5.38

3.12

  • The “Invisible Balance Sheet”
  • Management Value-Add

Market Value $14.05 Billion

universities and knowledge management
Universities and Knowledge Management

Similar drivers towards business performance, but the real value lies in enhanced research outcomes.

  • Improving the velocity of information
  • Increasing the impact of research (freedom of access)
  • Long-term curatorship

The collaborative efforts of universities towards Knowledge Management are likely to provide an ‘accelerator’ effect for research in each participating institution.

This, dis-intermediation of the current publishing business model, is something that will need to be carefully considered.

universities and knowledge management continued
Universities and Knowledge Management…….continued

Relevance to the core mission:

  • Protection of the Knowledge Value Chain can be directly related to the core mission of universities and the role they play in society.
  • Loosening of the traditional bonds between faculty, students and institution brought about by the impact of Information Technology, may require even greater emphasis on the management of knowledge
for a university the benefits are expressed through indicators of research performance
For a university, the benefits Are Expressed through Indicators of Research Performance
so what s next
So What’s Next?
  • Identification of high-value business processes – student-facing, marketing, library, teaching and research
  • Systematic, and detailed analysis of the “Points of Confluence”
  • Benefits modelling
  • Formalisation of architectures within which key work practices technology decisions and standards will be made
  • Prototypical approach to deployment, given some technology life-cycles
slide19

KNOWLEDGE MANAGEMENT

. . . . From Concept to Reality

The End – Thank You

QUESTIONS?