We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byKayla Cupp
Modified about 1 year ago
People-Focused KM 2004/ 1 Copyright © 2004 Knowledge Research Institute, Inc. People-Focused KM: Effective Decision-Making Leads to Enterprise Success 2004 Karl M. Wiig Knowledge Research Institute, Inc. Arlington, TX phone: (817) fax: (817) –– website:
People-Focused KM 2004/ 2 Copyright © 2004 Knowledge Research Institute, Inc. The Early Focus: Strengthen Operations by Improving Knowledge and Its Availability with IT and LO The Emerging Focus: Make the Enterprise More Competitive from Strategic Perspectives by Creating and Utilizing Knowledge and Personal Understanding “To Survive and Prosper You Need to Innovate Faster Than Your Competitors – It is Not Enough to Learn Faster!” KM’s Role Is Changing
People-Focused KM 2004/ 3 Copyright © 2004 Knowledge Research Institute, Inc. Enterprise Success Effective Decision-Making / Problem-Solving and Execution Continual IC Development People-Focused KM Enterprise Success Effective Decision-Making / Problem-Solving and Execution Continual IC Development People-Focused KM
People-Focused KM 2004/ 4 Copyright © 2004 Knowledge Research Institute, Inc. Relevant Intellectual Capital Areas Knowledge to Perform Daily Work Executing Work Tasks How to Shape Daily Work to Support Enterprise Intent Understanding of Which IC Assets Are Important to Develop for Support of: Enterprise Goals Personal Goals Understanding of How Personal Goals Are Supported by Enterprise Success
People-Focused KM 2004/ 5 Copyright © 2004 Knowledge Research Institute, Inc. Enterprise Success: – A Very Tall Order Indeed! – Peoples’ actions create enterprise behavior People act according to what they feel, know, and understand about the target situation Feel - Culture and mentality Know - Knowledge to decide and act Situation understanding - Knowledge and information People pursue what they understand to be “best”
People-Focused KM 2004/ 6 Copyright © 2004 Knowledge Research Institute, Inc. Effective Decision-Making and Problem-Solving Seeks to execute enterprise intent Leads to action options that are feasible and implementable Seeks to execute enterprise intent Effective decision-making/problem-solving:
People-Focused KM 2004/ 7 Copyright © 2004 Knowledge Research Institute, Inc. Enterprise Behavior and Performance Result from Individual Voluntary Actions Voluntary actions cannot be “managed” – only “influenced” to be consistently effective The enterprise is a networked social system whose culture shapes personal behaviors The enterprise is “complex system” that in theory and fact cannot be “controlled” Remember :
People-Focused KM 2004/ 8 Copyright © 2004 Knowledge Research Institute, Inc. People-Focused KM Systematic and Deliberate KM Requires that Underlying Knowledge-Related Mechanisms Are Understood and Addressed
People-Focused KM 2004/ 9 Copyright © 2004 Knowledge Research Institute, Inc. People-Focused KM Features: Intellectual Capital Stewardship Mentality Provides Long-Term Viability Secured by Short-Term Survival Part of Integrative Management and “Living the Job” Self-Sustaining & Self-Renewing Systemic KM Practices System Perspective of Enterprise and Environment Adaptive & Complex – Not Static and Mechanistic State-of-the-Art KM Methods – Vigilantly Applied Bottom-Up “Demand Pull” – Not “Supply Push” People-Centric Knowledge View – Not Technology-Based Advanced Infrastructure Capabilities – Used Everywhere
People-Focused KM 2004/ 10 Copyright © 2004 Knowledge Research Institute, Inc. We Need to Change Our Understanding! In the past we misunderstood how people handle situations and make decisions. We believed that decision making is rational and mostly conscious deliberations. These misconceptions misled, and still mislead, development of many KM-related practices with results that can be quite disappointing.
People-Focused KM 2004/ 11 Copyright © 2004 Knowledge Research Institute, Inc. Seven Common KM Misunderstandings We Must Remember That:
People-Focused KM 2004/ 12 Copyright © 2004 Knowledge Research Institute, Inc. Most Decisions Are Nonconscious and Result from Activating Mental Reference Models!
People-Focused KM 2004/ 13 Copyright © 2004 Knowledge Research Institute, Inc. Mental Reference Models “Give me an example I can adapt to fit my problem!” People Imitate Prior Behaviors and Organizations Reenact Past Practices People making decisions, to the largest extent possible, rely on past experiences People and organizations adapt and execute reference models to imitate prior successes and avoid prior failures They build large libraries of reference behavior patterns
People-Focused KM 2004/ 14 Copyright © 2004 Knowledge Research Institute, Inc. Situation Handling Requires Knowledge Copyright © 2003 Knowledge Research Institute, Inc.
People-Focused KM 2004/ 15 Copyright © 2004 Knowledge Research Institute, Inc. Individual Actions Lead to Enterprise Behavior R&D-Marketing Engineering Manufacturing Delivery & Start-Up
People-Focused KM 2004/ 16 Copyright © 2004 Knowledge Research Institute, Inc. We Must Make Our People Understand and Agree the Enterprise’s Business Strategy, Its Direction, and Intents “We must communicate our strategy and intents effectively” 1. First to the Initial Target Group 2. Later to Everybody Strategy is decided by Upper Management but mostly implemented by Rank and File
People-Focused KM 2004/ 17 Copyright © 2004 Knowledge Research Institute, Inc. Micro Managing Does Not Always Work! Delegation of authority is mandatory for detailed implementation of desired actions. Effective implementation relies upon improvisation and innovation. Changes will occur and situations in the field will invariably differ from expectations. People need requisite knowledge and resources. They must be prepared to accept responsibility!
People-Focused KM 2004/ 18 Copyright © 2004 Knowledge Research Institute, Inc. Personal Work Becomes More Complex
People-Focused KM 2004/ 19 Copyright © 2004 Knowledge Research Institute, Inc. Effective Actions Are Needed at All Levels
People-Focused KM 2004/ 20 Copyright © 2004 Knowledge Research Institute, Inc. Personal IC Development Personal IC Development Has Two Areas: 1. Directive Component is top-down: People need only to follow directions 2. Participative Component is bottom-up: People need to understand how best to build their own IC assets For success - people need to understand enterprise direction and their own roles
People-Focused KM 2004/ 21 Copyright © 2004 Knowledge Research Institute, Inc. Crucial KM Focus Areas People-Focused Management Philosophy Knowledge Management Expertise Integrative Management Intangible Asset Management Mentality Critical Success Factors Knowledge-Focused Business Diagnostics
People-Focused KM 2004/ 22 Copyright © 2004 Knowledge Research Institute, Inc. Intangible Asset Management Mentality – Knowledge-Leveraging Mentality – Knowledge-Leveraging Mentality Consists of Knowledge- and Performance-Centric Perspectives and Attitudes that Promote Effective and Competitive Actions and Behaviors of Individuals and Enterprise Corporate Culture Is Driven by the Knowledge-Leveraging Mentality
People-Focused KM 2004/ 23 Copyright © 2004 Knowledge Research Institute, Inc. KLM Focus Competitive enterprise and personal performance result from conscientious application of superior intellectual capital (IC) Superior IC is built through constant innovation and wise investments and trade-offs High performance depends on effective practices, arrangement of work, organizational structure and systems and procedures Widespread Knowledge-Leveraging Mentality is cornerstone for ‘doing business differently’
People-Focused KM 2004/ 24 Copyright © 2004 Knowledge Research Institute, Inc. Important KM Development Priorities 1. 1.Make KM part of Integrative Management 2. 2.Focus KM more on People – Less on IT 3. 3.Make KM Promote Innovation and Strengthen Consistency of Routine Operations 4. 4.Increase Understanding of Knowledge-Related Processes - Personal - Organizational - Societal 5. 5.Strengthen IT for KM Infrastructure and Intelligent Operational Support 6. 6.Compile Repositories of Effective KM Approaches and Related Best Practices
People-Focused KM 2004/ 25 Copyright © 2004 Knowledge Research Institute, Inc. “A Focus on Cost-Cutting and Efficiency Has Helped Many Organizations Weather the Downturn, But This Approach Will Ultimately Render Them Obsolete. Only the Constant Pursuit of Innovation Can Ensure Long-Term Success.” DF Muzyka, FT Sep 17, 2004 Knowledge Management Is the Innovation Enabler by Providing the Driving Intellectual Capital Resources! KM and Innovation Are Key
People-Focused KM 2004/ 26 Copyright © 2004 Knowledge Research Institute, Inc. Thank You!
Societal KM 2004/ 1 Copyright © 2004 Knowledge Research Institute, Inc. Societal Knowledge Management in the Globalized Economy 2004 Karl M. Wiig Knowledge.
KM Past & Future 2004/ 1 Copyright © 2004 Knowledge Research Institute, Inc. Knowledge Management 20 years after... The evolution and increasing significance.
KM & Business Goals 2004/ 1 Copyright © 2004 Knowledge Research Institute, Inc. People-Centered KM Situation-Handling and Mental Models: Stories Drive.
25 seconds left….. 24 seconds left….. 23 seconds left…..
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall CHAPTER 8 The Buying Process and Buyer Behavior.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Chapter The Future of Training and Development.
Jeopardy Topic 1Topic Q 1Q 6Q 11Q 16Q 21 Q 2Q 7Q 12Q 17Q 22 Q 3Q 8Q 13Q 18Q 23 Q 4Q 9Q 14Q 19Q 24 Q 5Q 10Q 15Q 20Q 25 Final Jeopardy.
Chapter 1 Organization Theory and Health Services Management.
We will resume in: 25 Minutes We will resume in: 24 Minutes.
10-1 McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 5 Transfer of Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
1 12 Implementing Strategy in Companies That Compete in a Single Industry.
1 Copyright © 2010, Elsevier Inc. All rights Reserved Fig 2.1 Chapter 2.
Addition Facts = = =
MANAGEMENT RICHARD L. DAFT. Managing Human Resources CHAPTER 11.
Chapter 1 Review 1.__________________ is the study of how people seek to satisfy their needs and wants by making choices. 2.A physical object such as a.
MANAGEMENT RICHARD L. DAFT. Designing Adaptive Organizations CHAPTER 9.
Squares and Square Root WALK. Solve each problem REVIEW:
ABC Technology Project Mrs. Kiddle. ABCs of Technology Word 1 Word 2 Word 3 Word 4 Word 5 Word 6 Word 7 Word 8 Word 9 Word 19 Word 20 Word 21 Word 22.
Business Markets and Business Buyer Behavior 6 Principles of Marketing.
Year 6 mental test 5 second questions Multiplication and Division Tables knowledge.
© 2007 BST. All rights reserved. Confidential Information. SLU – 1 PDS_139 (0503) L2 Applying Problem- Solving Tools.
Chapter 2 Using Information Technology for Competitive Advantage Copyright 2001, Prentice-Hall, Inc. MANAGEMENT INFORMATION SYSTEMS 8/E Raymond McLeod,
WEEK 1 You have 10 seconds to name…
MANAGEMENT RICHARD L. DAFT. Innovative Management for Turbulent Times CHAPTER 1.
1 Introduction to Transportation Systems. 2 PART I: CONTEXT, CONCEPTS AND CHARACTERIZATI ON.
Copyright © 2011, Elsevier Inc. All rights reserved. Chapter 5 Author: Julia Richards and R. Scott Hawley.
ทุนทางปัญญา Intellectual Capital KM 743 Session 4 ผศ. ดร. ปิติพงษ์ ยอดมงคล Asst Prof.Dr.Pitipong Yodmongkol วิทยาลัยศิลปะ สื่อ และเทคโนโลยี มหาวิทยาลัยเชียงใหม่
Addition 1’s to
My Alphabet Book 2 a b c d e f g h i j k l m n o p q r s t u v w x y z My name is Autumn and I work hard at school.
1©Jerry P. Miller Outline: How the CI function emerges in a firm Behaviors, Values, & Support Structures How to Change Corporate Cultures Where to place.
Management Information Systems, 4 th Edition 1 Chapter 10 Organizing Information Technology Resources.
10 Chapter Organizational Innovation ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible.
1 1 The World of the Modern Systems Analyst and as a Project Manager Lecture 1.
Chapter 1- slide 1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter One Creating and Capturing Customer Value.
1 Chapter 1 The Study of Body Function Image PowerPoint Copyright © The McGraw-Hill Companies, Inc. Permission required for reproduction or display.
Chapter 4 Computer Use in an International Marketplace MANAGEMENT INFORMATION SYSTEMS 8/E Raymond McLeod, Jr. and George Schell Copyright 2001 Prentice-Hall,
1 K. C. Lo / L. M. Chow Power Systems Business Group CLP Power Knowledge Management in CLP Power Oct 2004.
Leading for High Performance. PKR, Inc., for Cedar Rapids 10/04 2 Everythings Up-to-Date in Cedar Rapids! Working at classroom, building, and district.
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM 1 Chapter 5 Leadership and Strategic Planning.
1 Introduction to Safety Management April Objective The objective of this presentation is to highlight some of the basic elements of Safety Management.
NORMAPME ISO User Guide for European SMEs The essence of. Guido Gürtler
11 Chapter Motivating and Rewarding Employees Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-1.
1 Knowledge Management New York City SPIN 5 March 2002 © Wipro Technologies Wipro Confidential.
Prentice Hall, Inc. © STRATEGIC MANAGEMENT & BUSINESS POLICY 10 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER CHAPTER 1 Basic Concepts of Strategic.
Managing Technology and Innovation Chapter 17 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Micro Focus Research 1 As far as youre aware, how does your organization plan to drive business growth over the next three years? (Respondents' first choices)
No 1 IT Governance – how to get the right and secured IT services Bjorn Undall and Bengt E W Andersson The Swedish National Audit Office Oman
Title Subtitle 1. A. B. C. C. * D. Click to try again! INCORRECT.
© 2017 SlidePlayer.com Inc. All rights reserved.