Basic Concepts on KM Nihal al Hen enna nayak aka B.Co Com (Sp Sp) Knowledg owledge e Mana nagement ement Cons nsul ultant ant Reso sour urce ce perso son n (Product oductiv ivity) ity) nihalhennayaka@gmail.com 0712-7 3 1 8 8 1
Objectives Understanding KM definition APO Understanding the APO KM Framework Understanding the essential elements for successful implementation of KM Overview of the APO KM Implementation Approach 2
Why we manage knowledge? • Focusing on the knowledge, which is connected with business processes may improve productivity • Proper management of knowledge may improve company’s core competencies • Knowledge Management (KM) may create an added value and give the company a strategic advantage in competition
Importance of Knowledge Knowledge is now recognized as the most valuable intangible assets Knowledge have become key drivers for competitive advantage: productivity, quality, and innovation (and more) 4
Paradigm Shift From … To … Knowledge Shared is Power MULTIPLIED Robert Noyce 5
Wealth Creation % from Sector % of GWP Intangible Assets Agriculture 3% 49.6% Industry 28% 63.5% Services 69% 79.8% Overall 74.3% Source : World Development Report, 2008 Wealth creation is 26 % from increasingly a tangible asset matter of managing intangible assets 74% from intangible asset 6
Knowledge as a person’s thought ………. “ A person’s thoughts are like water in a deep well, but someone with insight can draw them out ” - Proverbs 20:5 7
What is Knowledge Management? Pretentious label for Information Management Complex work involved in organizing access to information resources Latest management fad
What is Knowledge Management? KM is an integrated approach for creating, sharing, and applying knowledge to enhance organizational productivity, profitability, and growth. Asian Productivity Organization ’ s definition
Knowledge Management Connects People with People People with Information
Difference between Information & Knowledge Information & Knowledge
Information is: Visible Independent from action and decision Physical product Independent from existing environment Easily transferable Can be duplicated
While Knowledge Can’t be duplicated Closely related to action and decision Thought changes after processing Invisible Spiritual product Identified with existing environment Transfer through learning
Dimensions of Knowledge We communicate information to one another in explicit forms. We can chose to turn that information into knowledge (learning process) in our heads (tacit knowledge) . When we make our internal tacit knowledge explicit in some form, it becomes information to others
Information and Knowledge Information only becomes knowledge in the hands of someone who knows what to do with it. ” Peter Drucker 15
TYPES OF KNOWLEDGE Knowledge can be broadly classified into two types: Explicit knowledge Tacit knowledge 16
ion Sunday, June 23, 2019 17
Culture & T echnology 70/30 18
Transferring Knowledge 19
SECI Model: Four Modes of K-Creation Sharing and creating Articulating tacit tacit knowledge Tacit knowledge knowledge through through direct dialogue and reflection experience Socialization Externalization 5. articulating tacit 1. walking around knowledge I inside the company I I I Explicit knowledge I G 6. translating tacit 2. walking around I I I knowledge outside the company Systemizing and applying explicit 3. accumulating tacit knowledge and O G information knowledge G G O G 7. gathering and I 4. transferring of G Learning and integrating explicit acquiring new tacit tacit knowledge Combination knowledge in Internalization knowledge practice 8. transferring and 10. embodying of explicit Explicit knowledge diffusing explicit knowledge through action and practice knowledge 11. Using simulation and experiments Source: Nonaka, Konno, KIRO 9. editing explicit knowledge
Twenty Essential KM Tools & Techniques Brainstorming 11. Document Libraries 1. Learning’s ideas 12. Knowledge Bases 2. capture 13. Knowledge Assessment Peer Assist 3. 14. Blogs Learning Reviews 4. 15. Social Network services After Action Reviews 5. 16. Voice & VOIP Expert Locator 6. 17. Advanced Search Communities of 7. 18. Knowledge Clusters Practice 19. Taxonomy Storytelling 8. 20. Knowledge Cafe Virtual Work Spaces 9. 10. Physical Work Spaces
“ HP If only HP knew what HP knows, we would be three times more productive ” . Lew Platt, Former Hewlett-Packard CEO 22
Importance of Knowledge Knowledge is now recognized as the most valuable intangible assets Knowledge have become key drivers for competitive advantage: productivity, quality, and innovation (and more) 23
Benefits of KM Increase knowledge and skills of individuals. When team members are constantly learning and sharing knowledge with each other, the team capability is enhanced. Improves organizational capability: ◦ Improving internal processes ◦ Developing core competencies ◦ Designing innovative strategies Increases Productivity and improves Quality of tasks and services. Accelerates Innovation 24
KM Myths KM is a fad KM is a new technology ( codifying ) knowledge KM is a new HR initiative KM is extra work KM is only for knowledge workers 25
KM Challenges Behavioral and mindset change of staff. Creating a collaborative culture. Accelerating innovation through knowledge creation. Improving Service Quality and Service Mindset. Overcoming bureaucracy. Information overload. 26
APO KM Framework APO Workshop on Implementing KM 27
Outline Session 1. Concepts and Principles Session 2. APO KM Framework Session 3. KM Implementation Approach
APO KM Framework – Background Commenced in September 2007 Representation from China, India, Japan, Malaysia, Philippines, Singapore, Thailand, and Vietnam Developed a framework that is applicable to all APO member countries Considerations Easily understood by APO member countries Can be applied in any country and industry 29
APO KM Framework – Purpose To emphasize the importance of KM for organizational success To provide an easy-to-understand introduction to KM To highlight critical factors for the successful implementation of KM To assist organizations in APO member countries in leveraging KM for their benefit 30
APO KM Framework OUTCOMES Societal Capacity KNOWLEDGE PROCESS ACCELERATORS Organizational Processes People Capability Capability Individual Leadership Technology Store Team Capability 31
APO KM Framework Starting point of the KM framework is the Vision and Mission of the organization KM meets the business objectives of the organization There are three levels in the framework: • Accelerators • Knowledge Process • Outcomes 32
Accelerators Accelerators help to propel and speed up the KM initiative in the organization Four accelerators can be identified: • Leadership • Technology ACCELERATORS Processes People • People • Processes Leadership Technology 33
Accelerators – Leadership Drives the KM initiative in the organization Ensures alignment of KM strategies and projects with the mission and vision of the organization Provides support and resources for the implementation of KM projects 34
Accelerators – T echnology Accelerates the knowledge process through effective tools and techniques Tools such as groupware and collaborative workspaces enable participation across time and distance Provides a platform for retention of organizational knowledge 35
Accelerators – People People are users as well as generators of knowledge They create and possess intellectual capital Trust is a prerequisite for knowledge sharing 36
Accelerators – Processes Social and technological steps that enhance the contribution of knowledge in the organization Systematic and effective processes can contribute to improving organizational productivity, profitability, quality, and growth 37
Knowledge Process Refers to knowledge development and conversion processes Five steps in the knowledge process: • Identify • Create • Store • Share • Apply 38
Knowledge Process Step – Identify Initial crucial step of the knowledge process Critical knowledge needed to build the core competencies of the organization is identified The knowledge gaps in the organization are identified in this step 39
Knowledge Process Step – Create Addresses knowledge gaps through knowledge conversion and generation of new knowledge Many ways to create new knowledge: • Individual level • Team level • Organizational level 40
Knowledge Process Step – Store Collection and preservation of organizational knowledge Various forms of storage Organized for easy retrieval 41
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