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BSBINM501A Manage an Information or Knowledge Management System. Facilitator : Lokesh Singh. Questions Revision Closed book exam. What is knowledge?. What is your company’s global strategy?. Sub4. Sub7. Sub1. Sub14. Sub9. Sub3. Sub2. Sub14. Sub10. HQ. Sub5. Sub11. Sub13.
Facilitator: Lokesh Singh
Closed book exam
Sub8From a multi-domestic company to a successful global firm
The majority of a company’s valuable knowledge is tacit and resistsbeing articulated
An organization’s structures, systems, and practices that facilitate..
…with the goal of enhancing the organization’s competitiveness
C O D E
strategyKM must be aligned with strategy
IT is an enabler!
Building knowledge repositories
contactsWhere do individuals go for help in solving problems?
-Share info. & ideas
-Job requirementCPs are not teams or personal networks
C O D E
Customers and suppliers
Previous work and school colleagues
Large portion of new ideas and formal collaboration relationships come from personal external contacts
Not all the smart people work for us. We need to work with smart people inside and outside the company.
The smart people in our field work for us.
If you create the most and the best ideas in the industry, you will win.
If you make the best use of internal and external ideas, you will win.
British Petroleum’s KM Vision
BP knows what it knows, learns what it needs to learn, and uses knowledge to create overwhelming sustainable advantage.
Three types of boundaries
Top management’s failure to signal importance
Lack of shared understanding of strategy
Lack of problem ownership
IT / Communication restraints
Changing people’s behavior
of knowledge assets
Determining what knowledge should be managed
Justifying use of scarce resources for KM initiatives
Mapping organization’s existing knowledge
Making knowledge available
Attracting and retaining talented people
- Researcher at one high technology firm with poor knowledge flow
Sometimes I get calls from other offices. It feels weird if I don’t know the person. I like to help them only if I know them.
- Programmer at software multinationalSo, why should I share?
We pass over the nondisclosure agreements of different companies and trade company secrets all the time.
A high degree of participation in
local communities of practice
Individuals make own choices about knowledge
Share openly for the benefit of the organization
Protect and use only in work practice
Perception that an individual’s value is diminished if share knowledge
Knowledge is power
Protect and use only in external relationships for own benefit
Leave the firm and take knowledge with themIn summary, individuals have choicesabout how they use their knowledge…
We do not want to be managed in our choice of competence elements. We would want to select those elements that we need.
Spontaneity and creativity could be the losers in some areas by implementing global solutions. However, the “Best Practice” policy in Ericsson concerns capturing good ideas, which of course may come from other areas in the organization.
Providing the organization with the right mix of talent to meet existing and future needs
Creating an open, knowledge sharing culture with a high degree of company loyalty
Magnusson & Davidsson 2004
I think that competence management can play an important role in knowledge management. You can search for persons with certain competencies very easily through that tool. People having the same competencies and interests can be accessed and get together.
A young person who lacks professional experience but has the right attitudeRecruiting – What should one look for?
…..you “hire” his or her network.
Every Nucor plant has its little storehouse of equipment that was bought, tried, and discarded.
Just don’t keep making bad decisions. - Chairman, Nucor Steel
Trust, commitment, and an open environment are essential for knowledge exchange in networks
Department 2Improve connectedness and unplug bottlenecks internally
A well-conceived vision consists of two major components:
(2) What we aspire to become, achieve, & create
Collins & Porras 1996