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Managing Organizational Knowledge

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Presentation on theme: "Managing Organizational Knowledge"— Presentation transcript:

1 Managing Organizational Knowledge
Programme On Managerial Effectiveness July 2014 Nirmala Apsingikar 4/6/2017 Nirmala/ASCI

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 4/6/2017 2 Nirmala/ASCI

3 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 4/6/2017 Nirmala/ASCI 3

4 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) 4/6/2017 Nirmala/ASCI 4

5 Trends Influencing KM Commoditization of IT Hyperconnectivity
Social Media in the workplace Analytics 4/6/2017 5 Nirmala/ASCI

6

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.  ..2.. 4/6/2017 Nirmala/ASCI

8 MAKE Knowledge Performance Framework
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. 4/6/2017 8 Nirmala/ASCI

9 Intellectual Capital And Knowledge Management
Human Capital Management Employee brainpower Knowledge Skills Experience External Relationships Networks Brand equity Image Databases Systems Business Processes Intellectual Property Knowledge Management 4/6/2017 External Capital Mgt. Nirmala/ASCI Structural Capital Mgt.

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 4/6/2017 10 Nirmala/ASCI

11 Trends Influencing KM Commoditization of IT Hyperconnectivity
Social Media in the workplace Analytics 4/6/2017 11 Nirmala/ASCI

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) 4/6/2017 Nirmala/ASCI

13 Knowledge Concepts- Revisited

14 Knowledge Flow Internal External Environment Environment Tacit
Individual and group Learning Knowledge Absorption Embedded Knowledge Products Processes etc. Ideas Rapid Conversion Insights Knowledge Creation Knowledge Base Codification Validation Explicit Knowledge 4/6/2017 Nirmala/ASCI

15 Knowledge Cycles Classify Collect Organize/ Store Identify Knowledge
Repository Identify Create Share/ Disseminate Use/ Exploit Access and Adapt 4/6/2017 Meta data Nirmala/ASCI

16 KM Models To Tacit Explicit Socialization Externalization Tacit From
Internalization Combination Explicit Source: Nonaka & Takeuchi 4/6/2017 Nirmala/ASCI

17 Engaging with Knowledge Providing Appropriate KM Platforms
4/6/2017 17 Nirmala/ASCI

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 4/6/2017 18 Nirmala/ASCI

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 4/6/2017 19 Nirmala/ASCI

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 4/6/2017 20 Nirmala/ASCI

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 4/6/2017 21 Nirmala/ASCI

22 Knowledge Management Applications
4/6/2017 22 Nirmala/ASCI

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 4/6/2017 23 Nirmala/ASCI

24 Knowledge Management Applications NASA ESMD Risk Management
4/6/2017 24 Nirmala/ASCI

25 Positioning KM KM Scenarios

26 KM POSITIONING EXAMPLE-Power Sector

27 ABC Power Key elements of Strategy
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

28 Knowledge Management as a Critical Success Factor
Business Success Power Supply Planning Generation, Transmission and Distribution Management Fuel Supply Management Asset Management Project Management Business Development Finance, Regulation ,Sourcing, Risk Management, Continual Improvement, Human Resources Management Information Management

29 Enterprise Process Mapping – Drill down to detail level
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. Source: Nonaka & Takeuchi 4/6/2017 Nirmala/ASCI

30 Knowledge Management Frameworks

31 KNOWLEDGE MANAGEMENT FRAMEWORK
Adapted from APO 4/6/2017 31

32 APQC’s Knowledge Management Framework
Create Organize Collect Identify Use Adapt Share Organizational Knowledge Measurement Strategy and Leadership Technology Culture KM Processes 4/6/2017 KM enablers Nirmala/ASCI

33 Framework for KM at NASA
4/6/2017 Nirmala/ASCI

34 Knowledge Management: Processes, Structure, Systems
4/6/2017 Nirmala/ASCI

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 4/6/2017 Nirmala/ASCI

36 Harnessing tacit knowledge
- Knowledge Sharing Mechanisms

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 4/6/2017 Nirmala/ASCI

38 HARNESSING TACIT KNOWLEDGE:
Story-Telling After Action Reviews Peer assists 4/6/2017 Nirmala/ASCI

39 KM Technologies

40 KM Technologies Knowledge Discovery Platforms; Document Management Systems; Taxonomy based tagging of Content Team Collaboration and Expertise networking Portal 4/6/2017 Nirmala/ASCI

41 KM Implementation issues

42 Planning KM Actions/Projects Building a KM Roadmap
KM Implementation Planning KM Actions/Projects Building a KM Roadmap Implementation Planning Execution 4/6/2017 42

43

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 4/6/2017 Nirmala/ASCI

45 KM Implementation Issues Preparedness
Culture History of Best Practice initiatives already underway Existence of strong structured IT-enabled information systems Discipline of documentation 4/6/2017 Nirmala/ASCI

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 4/6/2017 Nirmala/ASCI

47 KM Value “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 4/6/2017 Nirmala/ASCI

48 Wisdom 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) 4/6/2017 Nirmala/ASCI

49 Thank you


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