Managing Knowledge as a Strategic Resource for Electronic Government

1. Managing Knowledgeas a Strategic Resourcefor Electronic Government Knowledge Management in Electronic Government (KMGov-2001) 22– 24 May 2001, Siena, Italy Gregoris Mentzas (NTUA) Dimitris Apostolou (Planet Ernst & Young) Andreas Abecker (DFKI)

2. Overview of Presentation (1) 2 3 Knowledge in e-government Product & Process Approaches to KM Knowledge Asset Management 4 1 Applications and Lessons Learned

3. Drivers of eGovernment Government as a service provider Government transformed along several dimensions Towards eGovernment Citizens expect quality performance ICT tools offer transformational value

4. What is eGovernment? • eGovernment consists of the strategic and systematic use of Information and Communication Technologies to • provide improved services to citizens and businesses • make effective use of public information resources • eGovernment creates an environment for the transformation of government activities • by the application of e-business methods to the public sector

5. Guiding Principles for eGovernment Citizen-focused services • High-quality services that are accessible, convenient and secure • Services that make sense to the citizen Accessible services • via various modes (Internet, mobile, call centers, digTV) • vital that people trust the systems used Guarantee social inclusion • Available to all and easy to use • cannot avoid the need for personal contact Better use of public information • Coherent and compatible information policies • Better service delivery and efficient working

6. Taxonomy of e-government services (ICDT) Information Services • provision of non-personal information to any end user • e.g.phone directories, legal texts etc. Communication Services • (bi-directional) reception of and response to electronic messages • e.g. requests, complaints, notifications etc. Distribution Services • access distribution • points of access to offered services in public places • e.g. public infokiosks, public phone numbers • content distribution • provision of personal information to individuals • e.g.info on filed tax forms, debt information Transaction Services • transaction procedures involving exchange of documents and/or money • e.g. filing of VAT forms, payment of taxes

7. Integration Levels for e-government services First stop approach • provision of introductory information for various services • without capability for completing transactions E-gov Portal • provision of entrance points to various services offered by other sites • with capability for transparent transition Convenience store • provision of services in a broad spectrum of subjects • without (in the general case) particular relationships True one-stop approach • information about services that correspond to end user life events • with capability of completing transactions • transparent integration

8. Has been compared to OR! Treating knowledge assets explicitly is NEW! Not just water-cooler discussions, but planned ICT, processes & behaviours Teams and communities are indispensable! Created by individuals, BUT found within systems, networks of people, business processes, etc Reuse corporate knowledge Marshall knowledge to respond to threats and opportunities Create and share new ideas Improve employee skills What is KM? Corporate Knowledge Management is the newdiscipline of enabling individuals, teams and entire organisations to collectively and systematically create, share and apply corporate knowledge to better achieve organisational efficiency, responsiveness, competency and innovation

9. KM and e-gov • Making e-government a reality requires serious issues to be addressed, such as • business process change • attacking skills shortages and • confronting the problems of the existing IT infrastructure in public organisations • Leveraging the tacit and explicit knowledge of a public organisation can facilitate tremendously e-government • since knowledge management has the potential to substantially improve the electronic provision of services

10. Overview of Presentation (2) 2 3 Knowledge in e-government Product & Process Approaches to KM Knowledge Asset Management 4 1 Applications and Lessons Learned

11. 6/9/96 6/9/96 6/9/96 6/9/96 Page: 1 Page: 1 Page: 1 Page: 1 TAXONOMY Document Management System, Databases, etc... The challenge to capture and organise knowlege Content Management • Multi-disciplinary solutions for capturing, organising, storing and using knowledge • Methods, models and tools for enterprise-wideknowledge taxonomies that help help and filter knowledge needs • Methods and tools that exploit and leverage multiple knowledge sources • (internal or external) Time-Sensitive Information Internal Information Sources External Information Sources CAPTURE FILTER STORE DIFFUSE USE BUSINESS PROCESSES

12. Collaboration Management Customer VirtualCommunities COMMUNITIES OFINTEREST / PRACTICE ORGANIZATIONAL STRUCTURE COMMUNITY B COMMUNITY A SHARED WORK-SPACES SUPPORT TEAM ORGANIZATIONALSTRUCTURE Communication & collaboration The challenge to facilitate collaboration • Encourage collaboration and knowledge sharing • multi-functional intra-organisation manner • inter-organisational knowledge chains • Multi-disciplinary methods and tools to facilitate virtual communities • that bring business value by sharing their knowledge

13. LIBRARY Page: 1 Page: 1 The challenge of knowledge-enabled processes • Multi-disciplinary solutions that enrich intra-organisational business processes by integrating knowledge & KM processes into each step • Methods and tools to support knowledge chains in the dynamic inter-networked enterprises and their distributed business processes Process management BUSINESS PROCESSES KNOWLEDGE SOURCES ENHANCED BUSINESS PROCESSES 6/9/96 6/9/96 Page: 1 Page: 1

14. Levels to consider for Knowledge Management • k-worker • E.g. knowledge portals for mobile workers • k-team • E.g. assistance for dynamic, distributed teams using shared information spaces • k-organisation • E.g. embedding/extracting context-sensitive knowledge within/from business processes • k-network • E.g. knowledge sharing value chains • k-product • E.g. B2B exchanges of “knowledge products”

15. The “product” view The “process” view • Proposition: it is only feasible to promote, motivate, encourage, nurture or guide the process of knowing • the idea of trying to capture and distribute knowledge seems senseless • Proposition:knowledge can be represented as a thing • that can be located and manipulated as an object • it is possible to capture, distribute, measure and manage knowledge

16. Strategic Implications of The “product” view The “process” view • competitive strategy: • exploit organised, standardised and re-useable knowledge • focus of KM strategy: • connect people with re-usable codified knowledge • focus of IT strategy: • heavy emphasis • develop document management systems • focus of HR strategy: • train in groups • reward for using and contributing to databases • competitive strategy: • empower and channel individual and team expertise • focus of KM strategy: • facilitate conversations to exchange knowledge • focus of IT strategy: • moderate emphasis • develop network management systems • focus of HR strategy: • train by apprenticeship • reward for sharing knowledge with others

17. Intranet Knowledge maps Semantic Analysis White-boarding structured document repositories Automatic Profiling Net Conferencing Push Technology Full text retrieval Discussion Groups Real-time messaging File management systems E-mail Shared files IT Support for “Product” & “Process” Views Knowledge as a Product (knowledge content) Knowledge as a Process (knowledge transfer)

18. Need for holistic KM • Need for a balanced fusionof the two KM views. • Gartner Group 2000-2004 KM report • Our motivation: • to design, develop and test a total KM solution • that would explicitly provide for such a fusion.

19. Integration Strategic Implications of The “product” view The “process” view • competitive strategy: • exploit organised, standardised and re-useable knowledge • focus of KM strategy: • connect people with re-usable codified knowledge • focus of IT strategy: • heavy emphasis • develop document management systems • focus of HR strategy: • train in groups • reward for using and contributing to databases • competitive strategy: • empower and channel individual and team expertise • focus of KM strategy: • facilitate conversations to exchange knowledge • focus of IT strategy: • moderate emphasis • develop network management systems • focus of HR strategy: • train by apprenticeship • reward for sharing knowledge with others

20. Intranet Integration Knowledge maps Semantic Analysis White-boarding structured document repositories Automatic Profiling Net Conferencing Push Technology Full text retrieval Discussion Groups Real-time messaging File management systems E-mail Shared files IT Support for “Product” & “Process” Views Knowledge as a Product (knowledge content) Knowledge as a Process (knowledge transfer)

21. Focus on knowledge as a strategic asset • Strategic assets: • Rare • Owned by a small number of firms in the industry • Valuable • Allow the firm to exploit opportunities in the market or address competitive threats • Imperfectly imitable • Can be sustained for long periods of time without competitors replicating it or acquiring it • Non-substitutable • It has no strategic equivalents • Tangible assets cannot be strategic • Because they can be aquired or imitated. • Corporate Knowledge as strategic asset • When used to advance the objectives of the firm

22. Overview of Presentation (3) 2 3 Knowledge in e-government Product & Process Approaches to KM Knowledge Asset Management 4 1 Applications and Lessons Learned

23. The organisations which developed Know-Net Research unit of the National Technical University of Athens Leading Greek management consulting firm Global KM technology and consulting company CALT center of the INSEAD business school German research institute in innovative software technology Swiss business school - Fachhochschule beider Basel

24. Stage I: Plan Stage III: Operate Stage II: Develop Awareness Measurement Training The Know-Net Solution: 1. The KnowNet Framework KnowNet Framework KnowNet Method KnowNet Tool

25. Organisation Knowledge Management Infrastructure Strategy Inter- organisation Team Structure Processes Systems Levels of Knowledge Networking Individual A Framework for Managing Knowledge Assets Assets

26. Strategy Knowledge Assets Assets Structure Processes Systems • Human Knowledge Assets • Staff capabilities • Staff experience • Staff skills • Creativity of staff • Innovation of staff • Structural Knowledge Assets • Patents, Methods • Best Practices • Administrative systems • Training Seminars • R&D Material • Company standards/processes • Market Knowledge Assets • Knowledge about Industry • Knowledge about Customers • Knowledge about Partners • Knowledge about Competitors

27. Strategy Knowledge Strategy Assets Structure Processes • values/mission • knowledge-related strategic values • reference to knowledge in mission statement, etc. • objectives • knowledge-related qualitative and/or • quantative strategic objectives • links to business strategy • explicit/implicit links of knowledge strategy • to business strategic objectives/goals Systems

28. Strategy Knowledge Org Structure Assets Structure Processes • Leadership Roles • Chief Knowledge Officers (CKOs) • Chief Learning Officers (CLOs), etc. • Management Roles • Knowledge managers • Knowledge integrators • Knowledge facilitators, etc. • Technical Roles • Knowledge editors/ analysts/ engineers/ etc. • All employees participate in the knowledge processes - knowledge workers Systems

29. Strategy Assets Structure Processes Systems Knowledge acquisition Knowledge creation Knowledge organisation Knowledge use Knowledge sharing Knowledge Processes identification of needs / capture / collection interpret / analyse / link to context / codify / index / filter / aggregate / synthesize / package / refresh / evolve / / maintain / purge R&D, problem solving, experimenting, prototyping, refinement, add value application in corporate services or products, support for delivering value to customer commercialize / develop trust in knowledge / apprentice / customise/ push and/or pull / distribute pro-actively, event-based

30. Strategy Assets Structure Processes Systems Search & Retrieval Indexing Storage Distribution Collaboration Integration Knowledge Systems • access to multi-platform knowledge sources • e.g. Internet, databases, legacy IS, etc • knowledge maps / indexing routines/ • classification mechanisms / linking facilities • storage mechanisms (DBs) / metadata handling • / maintenance mechanisms (input/purge/modify) • alert / sharing mechanisms / push-pull features • custom views/profile-based + dynamic filtering • email, messaging, discussions, • electronic scheduling and meeting, video • and audio conferencing, virtual workshops, etc. • Integration with IS applications, • ERPs, business process systems

31. Stage I: Plan Stage III: Operate Stage II: Develop Awareness Measurement Training The Know-Net Solution: 2. The KnowNet Method KnowNet Framework KnowNet Method KnowNet Tool

32. Stage I: Plan Stage III: Operate Stage II: Develop Awareness Measurement Training A Method for Knowledge Asset Management

33. Stage I Stage III Stage II Measurement Stage I: Strategic Planning • Goals of Stage I: • Align Knowledge strategy • Assess Change Readiness • Define KM Business Case Link KM to Corporate Strategy Provide Leadership Develop the KM Case Obtain Top Mngmt Approval Perform Knowledge analysis Assess Risk & Change Readiness

34. KNL KNL 8 8 4 4 KMI KMI 6 6 5 5 CSF CSF 4 4 2 2 0 0 3 3 6 6 9 9 Knowledge Orientation Matrix Knowledge Knowledge leveraging leveraging Knowledge Knowledge Still at Base Still at Base aware aware camp camp CSF: Critical Success Factors KNL: Knowledge Networking Level, KMI: Knowledge Management Infr KNL: Knowledge Networking Level, KMI: Knowledge Management Infr astructure infrastructure CSF: Critical Success Factors

35. Stage I Stage III Stage II Measurement Stage II: Developing the K.Org Analyse Leverage • Goals of Stage II: • Leverage Knowledge Process/People/Technology • Define Knowledge Objects • Integrate the KM Architecture Integrate the KM Architecture Knowledge in Business Processes Knowledge in People Networks Information Technology Systems Develop Knowledge Asset Schema

36. Leveraging knowledge in networks? Organisational reach • Informal networks of people who share goals and interests. • Knowledge networks emerge as a side effect of participation • Learning is facilitated in these communities as people participate in new and different Knowledge Networks Local Tacit knowledge Work team Member cohesiveness Community-of-practice Low High Best practicecommunity Community-of-interest Economic-web Global Explicit knowledge Source: Ernst & Young

37. Stage I Stage III Stage II Measurement Stage III: Operating the K.Organisation • Wide-scale deployment of the KM Architecture • Company-wide deployment of knowledge processes, roles and systems • Development of additional pilots • Continuous “knowledge journey”

38. Stage I Stage III Stage II Measurement Measuring knowledge assets • Focus on key knowledge assets • Distinction between stocks and flows • Must be linked to strategy • Both business and KM strategy • Company-specific Market Assets Human Assets Structural Assets

39. Assets Assets Assets Assets Top Down Integration Integration BottomUp Linking Strategy and CSFs to Knowledge Assets and Measurements Key Success Factors Measurements Key Success Factors Measurements Strategy A Key Success Factors Measurements Key Success Factors Measurements KnowNet Method

40. Stage I: Plan Stage III: Operate Stage II: Develop Awareness Measurement Training The Know-Net Solution: 3. The KnowNet Tool KnowNet Framework KnowNet Method KnowNet Tool

41. Features of Tool for K.Asset Management • Highly scaleable: • Supporting levels: • from a small team of knowledge workersto • enabling a Global enterprise-wide Knowledge Management System. • Extensible for customisation and integration • leverages the power of Lotus Enterprise Connectors of Lotus Domino • connects to existing enterprise systems such as RDBMs • Web-based • users need only standard Java-enabled browser

42. Functionalities of Tool for K. Asset Management • Collect and categorise internal and external information • allows individuals to capture information into a knowledge repository. • Re-use knowledge stored using customisable Knowledge Navigators • and advanced search mechanisms • Collaborate via on-line workspaces • Knowledge created during collaboration is captured and made available for others to access

43. The Know-Net Tool: (1 of 2) Integration of Process and Product Views “Process-” centric part of the KM applications KM Process Know-Net tool Knowledge Ontology-based Indexing and Retrieval Object “Product” (Content)- centric part of the Know-Net tool Disseminate Index Organise Search

44. The Know-Net Tool: (2 of 2) Integration of Process and Product Views • Process View • KM processes fostered through collaborative KM applications • Sametime communication facilities are integrated • The tool contains a library of predefined KM applications and K. Assets / K. Objects • Product View • The documents created in collaborative KM processes are centrally managed and consistently indexed • Indexing is done using the K. Assets ontology • Search and retrieval uses an incremental browse / search approach through the indexing ontologies • Automated search agents and notification mechanisms • Not only operative KM processes and content, but also support for KM implementation

45. K Objects Store KM Processes / Apps MDS RDBMS MKB Lotus Domino 5 / Sametime Server KnowNet Tool-set Architecture KWN KSAN KASI KWMA K Navigators SKN Km Processes / Apps Library K Server KM Systems Ontology Km Objects Directory RDBMS Metadata store Mail KB

46. KnowNet Tool The Know-Net Solution: Tight integration of components Common Language -> Navigators Key Business Area K.Assets / K.Processes KM Strategy Method Stage I: Strategic Planning KM Case Key Business Area K.Assets KnowNet Framework K.Objects K.Proceses K.Systems Method Stage II: Develop K.Organisation K.Objects K.Processes K.Systems KM Strategy Knowledge Assets Measurement System K.Assets K.Objects

47. Overview of Presentation (4) 2 3 Product & Process Approaches to KM Knowledge Asset Management 4 1 Knowledge in e-government Applications and Lessons Learned

48. The companies which have applied Know-Net One of the world's leading financial services groups Leading company in Greece in the area of business software UK-based global firm of Chartered Surveyors and Commercial Property Agents Turkish company specializing in DBMS Application Development UK-based global developer of CRM software & solutions ERP development and localisation centre based in the Czech Republic

49. An application in the Greek Ministry of Finance • Basic information • some 5,000,000 taxpayers • TAXIS information system • 2nd CSF funds (65 Meuros, 1997-2000) • 300 tax offices all over Greece • > 95% of transactions (100% in 2001) • IT penetration • Internet : 12% • fixed telephony : near 100% • mobile telephony : 50% • Legislative framework • Data Protection Act (1997) • Digital Signatures Act (2001) • Taxation Reform Act (2001)

50. Electronic Services for Taxation