1 Towards a Knowledge Management Framework Brian Lehaney Head of Statistics and Operational Research School of Mathematical and Information Sciences Coventry University

2 Case A KM framework was developed as part of the the KNOW-WEB programme (0.5m Euros, ESPRIT). The project aimed to develop organisational and software tools for knowledge management. It involved academic and business partners from Finland, Slovakia, and the U.K.

3 Knowledge and Organisations Knowledge management has become more relevant as the nature of western economies has shifted from manufacturing to services. In a service-oriented economy, knowledge, rather than physical assets, is at a premium.

4 Knowledge and Systems KM is concerned with the identification, acquisition, creation, use, sharing, retention, and valuation of knowledge. KM has no agreed underpinning theory that is useful for putting it in practice. Systems thinking has underpinning theories, but has tended to be more popular within the academic arena than with organisations.

5 Knowledge and Organisations The 80:20 rule seems often to be interpreted as 20% feasibility study, and 80% technical implementation. This often results in “quick fix” failures. KM does not provide a quick fix. An initial implementation time scale of between three to five years may be expected.

6 Partners KM has to be considered at a strategic level. Systems thinking is strategic. It is a marriage made in heaven!

7 Knowledge and Organisations It is key to its success that knowledge management is seen as an important aspect of business strategy. However, knowledge management is neither a strategic objective nor a goal, as there is no end state. It must be viewed as an integral part of organisational culture.

8 Knowledge and Organisations Technology plays a vital role in knowledge management. Technology changes what we can do, how we think, and how we work (think of , attachments, internet, web folders). However, from a business perspective, the point is not technology in itself, it is technology to achieve an organisational purpose.

9 Knowledge and Organisations It is people who determine purposes, not technology (which either assists or constrains). People issues are therefore fundamental, as are organisational processes. However, an organisation without the technology that people need to undertake and improve organisational processes, will not compete effectively with organisations that do have it.

10 Knowledge and Organisations Many exponents place great emphasis on technological change, and some articles may give the impression that knowledge management is solely about technology. However, major gains can be made by changing organisational culture to create, share, and retain organisational knowledge by: –using existing technology more effectively; –improving business processes; –staff development.

11 Knowledge and Organisations What are the potential costs and problems? Suitable server and client hardware and upgrades of staff machines. Suitable system software to support a knowledge management application. Knowledge management software. Time. Training. Staff appointments...

12 Knowledge and Organisations … there’s more... Consultancy. Other professional advice - legal, IS security, financial. Staff unrest (new ways, why share knowledge, what we know is best, why change?, etc). Initial slowdown in activities whilst staff adjust to a new system, with possible initial customer dissatisfaction...

13 Knowledge and Organisations … more still... Development of incentives’ systems. Development of a system of measures of achievements. Costs associated with the implementation of rewards (eg profit sharing). On-going dialogues with staff. The financial costs of all of the above, including loans and interest.

14 Knowledge and Organisations Understanding an organisation and its particular issues (not just technical ones) is essential to being able to offer that organisation suitable solutions. The following framework is underpinned by that ethos, and was developed by me within the KnowWeb project. It is based on a mix of theory and practice.

15 An Implementation Framework The framework is in three stages. It begins with a two-phase feasibility study. The trade-off is desirability versus feasibility. The existing and potential capability of a business to engage in knowledge management is assessed in terms of the support (or not) from senior management. The cultural feasibility (or not) of change, is also assessed.

16 A Framework for Knowledge Management The results of the feasibility study determine if proceeding to the latter stages would be beneficial to the organisation (and if they would be feasible). Do they want it? Can they do it? If appropriate, the organisation then works through development and implementation, including incentives, performance measures, training, and cultural and technical implementation.

17 Phase 5 Phase 3 Phase 1 Phase 4 Phase 2 Monitor and control Other phases Monitor, test, and control Identify and select knowledge areas of major importance and low current effectiveness, and identify key knowledge workers and knowledge groups within those areas. Formulate transparent and workable incentives Formulate transparent and workable measures of achievements Begin conceptual domain modelling of whole organisation. Build organisation domain model on computer, enter data, and ensure retrieval links are working. Implement organisational and technological systems Assess the cultural feasibility and systemic desirability of introducing knowledge management practices and technology. Identify key knowledge workers, knowledge groups, and lines of communication. Agree working objectives and timescales Assess the IS, financial, and legal risks. Appoint a senior Knowledge Officer, who is part of, or who reports directly to, the highest level. Discuss the benefits with staff Create task force Formulate detailed project plan Select and install technology Develop, test, pilot Introduce the concepts and technology

18 Phase 1 Identify and select knowledge areas of major importance and low current effectiveness, and identify key knowledge workers and knowledge groups within those areas. Agree working objectives and timescales Assess the IS, financial, and legal risks.

19 Phase 2 Assess the cultural feasibility and systemic desirability of introducing knowledge management practices and technology. Identify key knowledge workers, knowledge groups, and lines of communication.

20 Phase 3 Appoint a senior Knowledge Officer, who is part of, or who reports directly to, the highest level. Discuss the benefits with staff Formulate detailed project plan Select and install technology Develop, test, pilot Create task force

21 Phase 4 Formulate transparent and workable measures of achievements Begin conceptual domain modelling of whole organisation. Introduce the concepts and technology Formulate transparent and workable incentives

22 Phase 5 Build organisation domain model on computer, enter data, and ensure retrieval links are working. Implement organisational and technological systems Other phases Monitor and control

23 Monitor, test, and control