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Managing Organizational Knowledge Programme On Managerial Effectiveness July 2014 Nirmala Apsingikar 9/30/2014 NIRMALA/ASCI 1.

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Presentation on theme: "Managing Organizational Knowledge Programme On Managerial Effectiveness July 2014 Nirmala Apsingikar 9/30/2014 NIRMALA/ASCI 1."— Presentation transcript:

1 Managing Organizational Knowledge Programme On Managerial Effectiveness July 2014 Nirmala Apsingikar 9/30/2014 NIRMALA/ASCI 1

2 Managing Organizational Knowledge AGENDA KM context: KM drivers; perspectives; value propositions Knowledge and Knowledge processes – revisit KM implementation - Examples Knowledge Management Frameworks Harnessing tacit knowledge KM technologies Implementation 9/30/2014 NIRMALA/ASCI 2

3 9/30/2014Nirmala/ASCI3 KNOWLEDGE MANAGEMENT CONTEXT Rising Rate of Innovation -> Knowledge must evolve and be assimilated faster Leaner, Organizations, employee attrition -> informal knowledge needs to be formalized Reconstitution of teams->Loss of project learning Increasing volumes of data->awareness of of need to manage information flows Concept of learning organizations

4 9/30/2014Nirmala/ASCI4 KNOWLEDGE MANAGEMENT Innovation Perspective Innovations are created primarily by investment in intangibles. When such investments are commercially successful, and are protected by patents or first-mover advantages, they are transformed into tangible assets creating corporate value and growth -Baruch Lev, Intellectual Capital guru in Intangibles (2001)

5 Trends Influencing KM Commoditization of IT Hyperconnectivity Social Media in the workplace Analytics 9/30/2014 NIRMALA/ASCI 5


7 MAKE Knowledge Performance Framework creating an enterprise knowledge-driven culture. developing knowledge workers through senior management leadership. creating an environment for collaborative enterprise knowledge sharing. creating a learning organization /30/2014 NIRMALA/ASCI 7

8 developing and delivering knowledge- based products/services/solutions. maximizing enterprise intellectual capital. delivering value based on stakeholder knowledge. Transforming enterprise knowledge into stakeholder/shareholder value. 9/30/2014 NIRMALA/ASCI 8 MAKE Knowledge Performance Framework

9 Intellectual Capital And Knowledge Management 9/30/2014 NIRMALA/ASCI 9 Human Capital Management Structural Capital Mgt. External Capital Mgt. Employee brainpower Knowledge Skills Experience External Relationships Networks Brand equity Image Knowledge Management Databases Systems Business Processes Intellectual Property

10 KNOWLEDGE MANAGEMENT VALUE PROPOSITIONS Avoidance of costly mistakes Faster problem solving Faster product development times Improved customer service Increased productivity in operations Enhancing Innovation 9/30/2014 NIRMALA/ASCI 10

11 Trends Influencing KM Commoditization of IT Hyperconnectivity Social Media in the workplace Analytics 9/30/2014 NIRMALA/ASCI 11

12 KNOWLEDGE MANAGEMENT - A FEW PERSPECTIVES A discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing enterprise information assets - (Gartner Group) Connecting People to the best practices, knowledge and expertise they need to create value for the organization (- American Productivity and Quality Center) 9/30/2014 NIRMALA/ASCI 12


14 9/30/2014 NIRMALA/ASCI 14 Ideas Insights Individual and group Learning Knowledge Flow Knowledge Creation External Environment Knowledge Absorption Knowledge Base Codification Validation Embedded Knowledge Products Processes etc. Rapid Conversion Tacit Knowledge Explicit Knowledge Internal Environment

15 KNOWLEDGE CYCLES 9/30/2014 NIRMALA/ASCI 15 Knowledge Repository Collect Identify Classify Organize/ Store Share/ Disseminate Access and Adapt Use/ Exploit Meta data Create

16 KM MODELS 9/30/2014 NIRMALA/ASCI 16 SocializationExternalization InternalizationCombination Tacit Explicit From TacitExplicit To Source: Nonaka & Takeuchi

17 Engaging with Knowledge Providing Appropriate KM Platforms 9/30/2014 NIRMALA/ASCI 17

18 Engaging with Knowledge Providing appropriate KM Platforms Seeking and Providing Authoritative Knowledge Exchanging Knowledge Resources Sharing and learning from Others’ Experience Collaborating Understanding ambiguous knowledge Creating new knowledge 9/30/2014 NIRMALA/ASCI 18

19 Engaging with Knowledge Providing appropriate KM Platforms Seeking and Providing Authoritative Knowledge  Resources needed for gathering, vetting and distributing knowledge  Intranet Portal based, Search, DMS/CMS, FAQs Exchanging Knowledge Resources  Support provided by users  Blogs, Forums, Twitter 9/30/2014 NIRMALA/ASCI 19

20 Engaging with Knowledge Providing appropriate KM Platforms Sharing and learning from Others’ Experience  Facilitation necessary  On-line Communities; Forums;  Lessons Learned databases Collaborating  Support provided by team/group leader  On-line communities; Team Wikis  Sharepoint; Confluence; others 9/30/2014 NIRMALA/ASCI 20

21 Engaging with Knowledge Providing appropriate KM Platforms Understanding ambiguous knowledge  Support provided by users  Social Networking ;  Expertise networking Creating new knowledge  On-line articulation of an issue or need  Support for Face to Face conversation 9/30/2014 NIRMALA/ASCI 21

22 Knowledge Management Applications 9/30/2014 NIRMALA/ASCI 22

23 KNOWLEDGE MANAGEMENT APPLICATIONS KM to Support Transactions Analytical KM KM Supporting Knowledge Asset Management Process Knowledge Management KM for HR Competency Development Support for Innovation 9/30/2014 NIRMALA/ASCI 23

24 Knowledge Management Applications NASA ESMD Risk Management 9/30/2014 NIRMALA/ASCI 24



27 Growth in generation business Re-segmentation of markets Power Trading Continued focus on excellence in O & M SCM for projects and O & M Fuel supply security strategies ABC Power Key elements of Strategy

28 KNOWLEDGE MANAGEMENT AS A CRITICAL SUCCESS FACTOR Finance, Regulation,Sourcing, Risk Management, Continual Improvement, Human Resources Management Information Management Business Success Project Management Business Development Power Supply Planning Generation, Transmission and Distribution Management Fuel Supply Management Asset Management

29 KM - ASSESSMENT Enterprise Process Mapping – Drill down to detail level Knowledge Capability Assessment for key processes – Proficiency, Codification, Dissemination. Action Plan to achieve required capability. 9/30/2014 NIRMALA/ASCI 29 Source: Nonaka & Takeuchi



32 APQC’S KNOWLEDGE MANAGEMENT FRAMEWORK 9/30/2014 NIRMALA/ASCI 32 Create Organize Collect Identify Use Adapt Share Organizational Knowledge Measurement Strategy and Leadership Technology Culture KM enablers KM Processes


34 Knowledge Management: Processes, Structure, Systems 9/30/2014 NIRMALA/ASCI 34

35 KNOWLEDGE MANAGEMENT: PROCESSES, STRUCTURE, SYSTEMS  Harnessing Tacit Knowledge  Managing Explicit Knowledge  Managing KM: KM Organization and People  Technology Platforms for Knowledge Management  KM Metrics and Index  Reward and Recognition 9/30/2014 NIRMALA/ASCI 35


37 Harnessing Tacit Knowledge: Communities Of Practice Informal network of relationships to enable members of a particular specialty or work group to share insights and experience CoP connects members through technology, not through formal organizational channels Experts receive recognition for sharing what they know CoP roles include subject matter experts, facilitators, content coordinators, event coordinators, technologists, community leaders, sponsors 9/30/2014 NIRMALA/ASCI 37

38 HARNESSING TACIT KNOWLEDGE: Story-Telling After Action Reviews Peer assists 9/30/2014 NIRMALA/ASCI 38


40 Knowledge Discovery Platforms; Document Management Systems; Taxonomy based tagging of Content Team Collaboration and Expertise networking Portal 9/30/2014 NIRMALA/ASCI 40


42 KM Implementation Planning KM Actions/Projects Building a KM Roadmap Implementation Planning Execution 9/30/


44 KM IMPLEMENTATION ISSUES PUTTING CULTURE FIRST Learning Sharing, cooperation Cutting through hierarchies & bureaucracies Experimenting Consulting experts Safety nets in idea generation / innovation Rewards and recognition Trust Results orientation IT -orientation 9/30/2014 NIRMALA/ASCI 44

45 KM IMPLEMENTATION ISSUES PREPAREDNESS Culture History of Best Practice initiatives already underway Existence of strong structured IT-enabled information systems Discipline of documentation 9/30/2014 NIRMALA/ASCI 45

46 KM SYSTEMS IMPLEMENTATION ISSUES: – FAILURE FACTORS Lack of demonstrable ROI Failure to integrate KM into everyday work practices Inability to change from knowledge hoarding to knowledge sharing culture Lack of K strategy for key KM processes – such as identifying, capturing, sharing, reusing knowledge 9/30/2014 NIRMALA/ASCI 46

47 KM VALUE 9/30/2014 NIRMALA/ASCI 47 “Knowledge Management will never work until corporations realize it’s not (just) about how you capture knowledge but how you create and leverage it” -Etienne Wenger -KM thinker, Author & Consultant

48 WISDOM 9/30/2014 NIRMALA/ASCI 48 The store of wisdom does not consist of hard coins which keep their shape as they pass from hand to hand; it consists of ideas and doctrines whose meanings change with the minds that entertain them -John Plamenatz Yugoslav Philosopher (Oxford)


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