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Expertise Management:

Expertise Management:. Strategies & Tools For Better Intellectual Capital Optimization. Bryan Davis, President, The Kaieteur Institute For Knowledge Management. IBC-BRAZIL CONFERENCE – SAO PAULO August 2004.

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Expertise Management:

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  1. Expertise Management: Strategies & Tools For Better Intellectual Capital Optimization Bryan Davis, President, The Kaieteur Institute For Knowledge Management IBC-BRAZIL CONFERENCE – SAO PAULO August 2004 The Kaieteur Institute For Knowledge Management www.kikm.org

  2. TOWARDS A NEW LEVEL OF INTELLECTUAL CAPITAL HIGH-PERFORMANCE& KNOWLEDGE-MASTERY The Kaieteur Institute For Knowledge Management www.kikm.org

  3. Our Integrated Knowledge Strategy Framework The Kaieteur Institute For Knowledge Management www.kikm.org

  4. Main Message • Expertise Management is one of the most valuable KM applications you can tackle • The reasons why this is worthwhile • It’s not easy – no standard road-map The Kaieteur Institute For Knowledge Management www.kikm.org

  5. Main Message • Various approaches and tools available • Be creative, innovative, imaginative, inspired • Our Expertise Capitalization Framework brings insight, an integrated strategy and discipline to this process so you can get effective results. The Kaieteur Institute For Knowledge Management www.kikm.org

  6. Knowledge Strategy “Knowledge Strategy – not knowledge management per se – should be the core of the organization. Managing the innovation process is fundamental to driving the profitable growth of an enterprise...” The Kaieteur Institute For Knowledge Management www.kikm.org

  7. Making 1+1=11 “ In the knowledge economy, the whole can be many times greater than the sum of the parts”Leif Edvinssonhttp://www.corporatelongitude.com The Kaieteur Institute For Knowledge Management www.kikm.org

  8. Emerging -The Knowledge-Based Organization • Knowledge-based business model • Knowledge fuelled/driven • Knowledge work • Knowledge workers • Knowledge networked • Knowledge is produced “The means of production are now the minds of the producers” Don Tapscott The Kaieteur Institute For Knowledge Management www.kikm.org

  9. Expertise Capitalization Is About Leveraging Intellectual Capital The Kaieteur Institute For Knowledge Management www.kikm.org

  10. It is About Building A BetterBrain For The Firm • We are our synapses ! • We are a synaptic network • Inter-connecting the brain-power in the firm to create a smarter synaptic network • Book Reference:Synaptic Self: How Our Brains Become Who We Areby Joseph LeDouxPaperback - 416 pages (January 20, 2003) Language: English Penguin ; ISBN: 0142001783 The Kaieteur Institute For Knowledge Management www.kikm.org

  11. The Challenge The Kaieteur Institute For Knowledge Management www.kikm.org

  12. The Problem: Over 31 Billion US$ of Knowledge Deficit • IDC estimates that the Fortune 500 companies were operating at a 12 billion US$ knowledge deficit in 1999.This figure is expected to increase to 31.5 billion US$ by 2003, as the percentage of knowledge workforce increases from about 20% in 1999 to over 40% in 2003. This knowledge deficit is a metric that captures the costs and inefficiencies that result primarily from intellectual rework, substandard performance and the inability to find knowledge resources (qualified information and experts). (Sourced From Agilience.com) The Kaieteur Institute For Knowledge Management www.kikm.org

  13. Experts Are Valuable In Multiple Ways The Kaieteur Institute For Knowledge Management www.kikm.org

  14. What is Expertise Management ? • The optimization of who knows what in the enterprise • The sharing of knowledge and experience • The networking of a firm’s intellectual capital • Facilitating access to hidden or tacit knowledge resources The Kaieteur Institute For Knowledge Management www.kikm.org

  15. Language – Various Related Concepts The Kaieteur Institute For Knowledge Management www.kikm.org

  16. A Range Of Potential Technology Enablers The Kaieteur Institute For Knowledge Management www.kikm.org

  17. Why Is it Needed ? • Effective problem-solving • Sound decision-making • Team collaboration • Competitiveness • Market differentiation • Products and services - innovation • Coordination • Project management • Connectedness - act as if firm has one brain • Knowledge economy ! The Kaieteur Institute For Knowledge Management www.kikm.org

  18. What’s The Value Of EM ? • Quality- better answers to questions • Speed -timely sharing of expertise • Responsiveness -Flexible allocation of know-how to a point of need • Cohesion – creates a more potent force in the market-place • Optimization – making the best use of available talent and brainpower to solve problems and make decisions The Kaieteur Institute For Knowledge Management www.kikm.org

  19. Time pressures Motivation Incentives, rewards & recognition Staff turnover Geographic dispersal Organizational barriers Relevance & updating Appropriate technology enablers Cultural and community factors Important Issues To Be Addressed The Kaieteur Institute For Knowledge Management www.kikm.org

  20. Other Issues • Information ownership rights • Peer rating of the user experience • Matching & finding • Consistent language and terminology • Taxonomy & thesaurus • Standards • Validation of accuracy of information • Timely updating and revision • Privacy & security The Kaieteur Institute For Knowledge Management www.kikm.org

  21. Our Integrated Expertise Management Framework The Kaieteur Institute For Knowledge Management www.kikm.org

  22. Our Expertise Capitalization Process Framework The Kaieteur Institute For Knowledge Management www.kikm.org

  23. PRACTICAL STEPS FORWARD • In alignment with our KM Framework • Based on studying cases of expertise management implementation • Integrating state of the art thinking, techniques, tools, and metrics • A disciplined systematic approach The Kaieteur Institute For Knowledge Management www.kikm.org

  24. 1. DEVELOPING THE STRATEGY • Set strategy compass to capitalize and optimize human capital assets • Create a new political economy of knowledge – knowledge shared is power ! • Develop a few core principles to act as governance for a new type of knowledge-sharing , and knowledge-citizenship • Obtain explicit top management commitment/endorsement • Publish, circulate, communicate and educate about the strategy The Kaieteur Institute For Knowledge Management www.kikm.org

  25. Purpose & Principles “Simple, clear purpose and principles give rise to complex and intelligent behaviour. Complex rules and regulations give rise to simple and stupid behaviour.” DEE HOCK, The Brain Behind The Founding Of VISA A $Trillion Organization! The Kaieteur Institute For Knowledge Management www.kikm.org

  26. 2. PEOPLE & CULTURE The Kaieteur Institute For Knowledge Management www.kikm.org

  27. Multiple Dimensions To Consider • The personal • The community and social • The top down view • The bottom up, grassroots view • The inside view • The outside perspective • Network view • Customer view • A “holistic” perspective The Kaieteur Institute For Knowledge Management www.kikm.org

  28. 3. PROCESSES • Improve expertise sharing • Mentorship • Peer-to-Peer knowledge transfer • Discovery • Matching • Categorization • Nonaka’s knowledge spiral concept • … The Kaieteur Institute For Knowledge Management www.kikm.org

  29. Process Mapping Example The Kaieteur Institute For Knowledge Management www.kikm.org

  30. 4. SUPPORTING INFRASTRUCTURE ELEMENTS The Kaieteur Institute For Knowledge Management www.kikm.org

  31. 5. ENABLING TECHNOLOGY • Decide on platform model • Find the best fit with strategic IT architecture and context • Select appropriate orientation and toolkit • Implement Technology • Consider complementary technologies – eg workflow, video, videoconferencing… • Work on systems integration, & fine tuning The Kaieteur Institute For Knowledge Management www.kikm.org

  32. A Review Of Exemplar Systems(Pros & Cons) • www.autonomy.comwww.agilience.com(search oriented) • www.tacit.com( e-mail & Communication centric) • www.askmecorp.comwww.intota.com( knowledge exchange marketplace oriented) • www.sigmaconnect.com =Addept (collaborative knowledge sharing knowledge ) The Kaieteur Institute For Knowledge Management www.kikm.org

  33. Other Complementary Software • Video server ( eg. ePresence) • Social Network Analysis and Social Networking software for mapping relationships • e-Learning software • Workflow for embedding of process know how • Grid Technology • Others.. The Kaieteur Institute For Knowledge Management www.kikm.org

  34. System Selection Criteria The Kaieteur Institute For Knowledge Management www.kikm.org

  35. Software Marketplace Model The Kaieteur Institute For Knowledge Management www.kikm.org

  36. Learn and exploit knowledge harvesting Knowledge reuse Knowledge mapping Knowledge augmentation Storytelling Visualizations After action reviews Taxonomies Video clips archive Embedding expertise in workflow processes e-Learning courseware/corporate university Creating simulations Case based scenarios Future centre 6. TECHNIQUES & METHODS The Kaieteur Institute For Knowledge Management www.kikm.org

  37. THE EMERGING SCIENCE OF NETWORKS • Small Worlds • Six Degrees – We Are All Connected • Complexity & Self-Organization • Emergence • A Common Architecture & Pattern To Networks • Book Reference :Linked: The New Science of Networksby Albert-Lásló Barabásihttp://www.nd.edu/~networks/linked/ The Kaieteur Institute For Knowledge Management www.kikm.org

  38. KEY NETWORK PRINCIPLES • The principle of self-similarity ( same fractal pattern throughout) • The principle of network phase transitions ( eg. “tipping points” ) • The principle of preferential attachment eg. the rich get richer..hubs) The Kaieteur Institute For Knowledge Management www.kikm.org

  39. IMPORTANT PRACTICAL IMPLICATIONS • Priorities/Segmentation • New Business • Deal Making • Innovation • New Services The Kaieteur Institute For Knowledge Management www.kikm.org

  40. Social Networking Software The Kaieteur Institute For Knowledge Management www.kikm.org

  41. 7. ASSETS TO BE OPTIMIZED • Know-how/Talent (competencies) • Experience & Wisdom • Tools & Methods • Ideas • Network links & Relationships • IP • Intangibles (eg. Reputation ) • Learning aids • Social capital The Kaieteur Institute For Knowledge Management www.kikm.org

  42. How will we know we are making progress? What shall we use as vital indicators ? What instruments shall we use ? Develop the new metrics The Expertise Management Scorecard Web-based Survey Face to face interviews Continuous Polling Usage analytics Response time Quality of input/advice User Satisfaction Peer rating Linkage to reward system 8. PERFORMANCE MEASUREMENT The Kaieteur Institute For Knowledge Management www.kikm.org

  43. Performance Indicators • Average response time • Community satisfaction • Quality of contributions • System usage • Network awareness The Kaieteur Institute For Knowledge Management www.kikm.org

  44. Performance Measurement Instruments • System analytics and reports • Interviews • Web-based surveys • Quantitative data • Qualitative information • Social network analysis – mapping The Kaieteur Institute For Knowledge Management www.kikm.org

  45. Expertise Management Scorecard(example - radar chart) The Kaieteur Institute For Knowledge Management www.kikm.org

  46. Discussion Of Select Cases & Lessons Learned • Select Examples: • BP • NASA • Mitre The Kaieteur Institute For Knowledge Management www.kikm.org

  47. Summary Conclusions The Kaieteur Institute For Knowledge Management www.kikm.org

  48. Change & Getting To “Yes” ! The Kaieteur Institute For Knowledge Management www.kikm.org

  49. Expertise Networks As Enabling Infrastructure • “You cannot run on tracks you have not laid” – Stan Davis, Futurist The Kaieteur Institute For Knowledge Management www.kikm.org

  50. SELECT REFERENCES • Article • The Trillion-Dollar Vision Of Dee Hockhttp://www.fastcompany.com/magazine/05/deehock.html • Books • Sharing Expertise – Beyond Knowledge Management. Edited by Mark Ackerman, Volkmar Pipek, & Volker Wulf. • Learning To Fly. Chris Collison & Geoff Parcell The Kaieteur Institute For Knowledge Management www.kikm.org

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