Presentation on theme: "KNOWLEDGE AUDIT Jay Liebowitz R.W. Deutsch Distinguished"— Presentation transcript:
1KNOWLEDGE AUDIT Jay Liebowitz R.W. Deutsch Distinguished Professor of Information Systems, UMBC;
2What Do You Hope to Learn? Further background on KM processes and the role of the CKO in the organizationKnowledge management methodologyKnowledge audit processPractical advice about knowledge audits
3Knowledge Management Process Developing new knowledgeSecuring new and existing knowledgeDistributing knowledgeCombining available knowledgeImportant element -- Connectivity
4“What is a CKO?” (Earl and Scott, Sloan Mgt. Review, Winter 1999) Studied 20 CKOs in North America and EuropeUsually appointed by the CEO (gut feeling)Primary task is to articulate a KM programCKOs spend a lot of time “walking around the organization”CKOs are conceptual designersConcentrate on tapping tacit knowledgeSelf-starter; not single career-track peopleHighly motivated (driven)Most have small staffs (3-12 persons)High level sponsorship
5A SMART Methodology for Knowledge Management (Liebowitz et al., UMBC) S=StrategizeM=ModelA=ActR=ReviseT=Transfer
6Operational/Implementation Steps for the Knowledge Leveraging Model Conceptualize and Strategize:Define Problem (why are we doing this; what should be the end result?)Assess Cultural Readiness, Technology Needs & ResourcesConduct a Knowledge Audit (Knowledge Gap Analysis)Analyze and Develop an Overall KM Strategic Plan (Should Relate to the Center’s Strategic Plan; Define Leadership Role, KM Implementation Infrastructure, and Technology Needs)Knowledge Acquisition:Identify and Apply Methods to Capture Expertise (e.g., structured/unstructured interviews, verbal walkthroughs, observation, simulation, questionnaires, etc.)
9Knowledge Audit (ONLINX Research Inc.) A knowledge audit is a review of the firm’s knowledge assets and associated knowledge management systemsA systematic and dispassionate review of the adequacy and integrity of important organizational assets and systems
10Knowledge Audit (Dataware, Liebowitz) In order to solve the targeted problem, what knowledge do we have, what knowledge is missing, who needs this knowledge, and how will we use the knowledge?
11Knowledge Audit (Seeley, Warner-Lambert) What information exists in my organization, and where is it located?What expertise resides in my organization--who knows what?What relevant expertise resides outside my organization, where does this expertise exist, and how do I gain access to it?What are the best sources of relevant internal and external information and knowledge?
12Value of a Knowledge Audit (Peter Smith, ONLINX Research Inc.) Demonstrates exactly where value is being created through human and structural capitalHighlights where leverage can best be applied through improved knowledge sharing and organizational learningHelps prioritize projects for improving knowledge management practiceDemonstrates firm capabilities to shareholders and other stakeholdersIs a key component to strategic planning for any knowledge-based enterpriseIs a key adjunct to due diligence and business planning in mergers, acquisitions, strategic alliances, venture capital, and new company formation
13Why Audit? Looking for knowledge-based opportunities in the markets? Is your focus knowledge flows, stores, and sinks in the organization?Is the audit to check compliance with SOPs?Are you searching for ways to leverage internal processes using knowledge?Will you focus on knowledge objects or are you interested in cultural barriers?
14Why Audit? (cont.)Is the audit strictly for gathering baseline data (descriptive) or is there a prescriptive element?Is the audit part of a larger BPR project?Does the mandate include all stakeholders, suppliers, customers, stockholders, etc.?Where does the learning take place that generates the knowledge?How fast is the learning?What are the key leverage points in the learning process?
15Top 5 Reasons for Implementing a KM Solution (Delphi Group) Organizing corporate K (63%)New ways to share tacit K (39%)Support for research and K generation (31%)New ways to share explicit K (29%)“Smart” tools to aid DM (26%)
16Knowledge ReuseProvides for the capture and reapplication of knowledge artifacts (episodes in memory, stories, relationships, experiences, rules of thumb, and other forms of knowledge acquired by individuals or groups)Relies as much on the use of negative experiences, flawed reasoning, or wrong answers as on correct resultsFailure and Lessons Learned in Information Technology Management: An International Journal (Jay Liebowitz, Editor-in-Chief; Publisher: Cognizant Communications Corp., NY;
17Information Audits (TFPL) Identify the information needs of the organization, the business units, and individualsIdentify the information created and assess its valueIdentify the expertise and knowledge assetsIdentify the information gapsReview the current use of external and internal information sources
18Information Audits (TFPL) (cont.) Map information flows and bottlenecks within those flowsDevelop a knowledge map of the organization indicating appropriate connections and collectionsThese tasks will enable the design of contentmaps for intranets, knowledge managementstrategies, and information strategies
19Knowledge Management at Monsanto Co. Developed a Knowledge Management Architecture (KMA) -- Director of Knowledge ManagementIncludes a learning map that identifies questions answered and resulting decisions madeInformation map that specifies the kind of information that users needKnowledge map that explains what users do with specific information (conversion of information to insight or knowledge)
20Audit (TFPL) Independent team Mix of interviews, questionnaires, discussion groups, and focus groupsNumber of people in “central” positions are interviewedDetailed questionnaire to all staffDo post-audits periodically
21Perform a “knowledge audit” first Perform a “knowledge audit” first! If you’re a manufacturer, you inventory your physical assets before you change your manufacturing plans and processes. Should we do less with knowledge resources? Consider such factors as:What information do people need to do their jobs?What is the function of the information?Who holds that knowledge now? Who needs it? When?How can that information be made substantially more effective?What connection should you make between documents and “work flow”?Do you really want “document management” tied to work flow, processes, and “business process reengineering”?What precisely, is the nature of knowledge resources?
22Teltech’s Audit Process Begins at the top, identifying the client’s key decision making areas and tasks, and drills down to evaluate the types, level, and location of info and K required to support those decisionsGap analysis identifies information/K weak areas
23Teltech’s (cont.)Teltech’s knowledge audit takes 3-4 weeks at one location with employeesAssesses knowledge-related behavior (e.g., how receptive is a client’s culture to accessing information electronically?)
24Knowledge Audits & Related Projects (Liebowitz et al., UMBC) BRI/PAC core competency process at the Social Security Administration (2 surveys, follow-up interviews)Knowledge management strategy for the FCCKnowledge mapping for ASIDWeb-based expert system for HCFAAgent-based system for the NavyOther work at our Lab for KM
25Knowledge Organization Invest in education and training of the firm’s human capitalDevelop knowledge repositories for preserving, sharing, and distributing KProvide incentives to encourage employees and management to contribute to the organization’s knowledge repositories and use this knowledgeConsider evaluating annually each member of the firm on the quality and quantity of knowledge contributed to the firm’s knowledge bases as well as the organizational knowledge used by that firm member
26Knowledge Organization (cont.) Develop methodologies for managing and structuring the knowledge in the knowledge repositoriesProvide an infrastructure of individuals whose main job is to manage the creation, development, and maintenance of knowledge repositoriesPlace the Chief Knowledge Officer (CKO) in either a staff position directly under the CEO or in a line position equivalent to a VPAdapt to the changing competitive environment by forming project teams based on the employee knowledge profiles
27CGIAR KM Survey Results Most Centers don’t measure the value of the ICPeople are the most important knowledge carriersMost of the Centers’ strategic goals don’t include KM explicitlyKM objective: facilitate the re-use & consolidation of KSharing of K: intranets, documentation--Center levelUnit-level: intranets, cross-functional teams, trainingCreation of K: lessons learned analysisStoring K: manuals and handbooks“Some” understanding and support for KMMixed reaction on motivating and rewarding for KMNo formal Webmaster function in most Centers& videoconferencing: intranet to support KMNo tracking of new K generation