concept and application of km_week two
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Concepts and Application of KM
MEC 7432
: azmawati.mohd.lazim@gmail.com : Azmawati Mohd Lazim :
21A4FE60 : wawacrv : wawacrv
Teaching Lecturer : Azmawati Binti Mohd Lazim
INTRODUCTION TO KNOWLEDGE
MANAGEMENT
Handout by Mdm Nazirah Mat Sin
What is ‘KM’ @ ‘Knowledge Management’ ?
Definition of Knowledge Management
• No single authoritative definition• The word emerged in Europe around 1992 to 1994• KM experts:
Problems
• Loss of knowledge
• Unable to acquire information
• A decision making process has to be postponed
• “Sorry, I’m not sure what projects my colleagues are involved in now”
• All documents labelled with ‘Private and Confidential’, and no one is supposed to open it
Problems (cont.)• Collecting the necessary information - becomes a project in itself
• No record of the methodology used to solve the problem
• Outdated information
• Best practices are not being captured and shared
Symptoms
Cause & Effect : Messy management took place
INFORMATION OVERLOAD!!!
VIDEO
KM in Action
Sharing Best Practices
Sourcing Expertise Efficiently
Exploitation of Existing Commercial Know-how
Learning about Customers
Creating Knowledge from Data
Dissemination of Right Knowledge, Right Time, Right Place
Sharing Knowledge for Cooperative Solving
Become a best seller cloud system analyst?
ViDeO:Service cloud demo
KM in Action 1 Sharing Best Practices
ProblemThe performance across sales divisions was not comparable
Action The company analysed and codified the practices of the best-performing
sales divisions and made these available to all divisions
BenefitImproved performance in those divisions that implemented best practices.
• Sourcing Expertise Efficiently
Problem A commercial bank needed to be able to put together its expertise from around the
world
Action Developed and published a sophisticated directory identifying experts and their subjects
Benefit The directory would contribute more than ten times return on a modest
investment.
KM in Action 2
• Exploitation of Existing Commercial Know-how
ProblemA chemical company had thousands of patents
ActionIt created a new function tasked with getting more value from these assets
BenefitThose patents with commercial potential were licensed, and those without were discontinued
KM in Action 3
• Learning about Customers
ProblemA credit card organisation was unable to identify which customers represented the most profitable business
Action Using a data warehouse to identify the unprofitable customers
BenefitThe organisation was able to target its efforts on that part of the customer
KM in Action 4
• Creating Knowledge from Data
ProblemA Telecommunications company wanted to identify those customer it risked losing
ActionUsing data warehousing and data mining in analysing customer behaviour
BenefitThe company was able to identify those customers take immediate marketing action to retain them
Video of Mr Mike Walsh
KM in Action 5
• Dissemination of Right Knowledge, Right Time, Right Place 6
ProblemA multinational lost a major order to a competitor because the market intelligence
ActionThe company responded by linking staff around the world and providing them with competitor analysis
BenefitThe company is able to pass on intelligence to the right place in a timely manner
KM in Action
• Sharing Knowledge for Cooperative Solving
ProblemAn oil rig was faced with shutdown when a key part and its first replacement both failed, leaving only one remaining spare
ActionUsing technologies summoned up technical skills from engineers, the supplier, the manufacturer’s research laboratory and designers
BenefitTheir combined advice ensured the last remaining spare was fitted safely and the rig continued to operate
KM in Action 7
KM Scenario
• Access to everything published within an organization
• A solution to information overload
• Virtual Work Environments for collaborative working
• Communication of corporate news in a relevant and timely manner
• Real-time virtual communities to share opinions and insights
• Sharing with customers, suppliers and partners
Common KM Application Initiatives
• Skills/Expert Directory (Yellow Pages)• Video Conferencing• Digital Whiteboards• Electronic Forum• Decision Support System (DSS) Tools• Rational Capture Tools• Knowledge Portal• Collaboration Application• Virtual Team Tools• Email• Discussion Group• Intranets• Search Engine
• Individual Learning• Group Learning• Communities of Practice
(CoP)• Storytelling• Cultural Initiatives• Coaching• Mentoring• Training Programme• and more to come…
MOVIE TIME!a
‘The Future Revolves’
Perspectives on KM ApplicationInformation-based Technology-based Culture-based
• Categorization of data
• Corporate yellow pages
• Filtered information
• Information archiving
• Data mining
• Data warehousing
• Expert systems
• Intelligent agents
• Intranet
• Multimedia
• Search engines
• Collective learning
• Continuous learning
• Learning organization
Potential Benefits of KMProcess Outcomes
Communication
• Enhanced communication
• Faster communication
• More visible opinions
• Increased participation
Efficiency
• Reduced problem-solving time
• Shortening proposal times
• Faster results
• Faster delivery to market
• Greater overall efficiency
Organizational Outcomes
Financial
• Increased sales
• Decreased cost
• Higher profitability
Marketing
• Better service
• Customer focus
• Targeted marketing
• Proactive marketing
General
• Improved project management
• Personnel reduction
Accounts and Finance Department?
Research & Development (R&D)?
Sales and Marketing Department?
Human Resource Department?
Customer Service?
IT Department?
Administration?
Where Should KM Be?
CHAMPIONS & HEROES
Wherever your company wants it tobe…
Image originally published in the December 1982 issue of THE FUTURIST
Pick-a-boo Pop Quiz : What is it?• I have a box• The box is 3' wide, 3' deep, and 6' high• The box is very heavy• The box has a door on the front of it• When I open the box it has food in it• It is colder inside the box than it is outside• You usually find the box in the kitchen• There is a smaller compartment inside the box with ice in it• When you open the door the light comes on • When you move this box you usually find lots of dirt underneath it
It is a REFRIGERATOR
?
Why Now?• Growing awareness of the importance of knowledge to organizational
success
• Technology has made the sharing of knowledge more feasible
‘Knowledge Management’
• a growing emphasis on creating customer value
• an increasingly competitive marketplace
• reduced cycle times and shortened product development times
• a need for organizational adaptation
• a requirement to operate with a shrinking number of assets
• a reduction in the amount of time employees changes in strategic directions
Why KM is Important
• Facilitates better, more informed decisions
• Contributes to the intellectual capital
• Encourages the free flow of ideas
• Eliminates redundant processes
• Improves customer service and efficiency
• Leads to greater productivity
The Benefits of KM
Let’s meet Owen
ViDeO
• Getting Employees on Board
• Allowing Technology to Dictate KM
• Not Having a Specific Business Goal
• KM is Not Static
• Not All Information is Knowledge
KM and its Challenges
3 Major Myths
• ‘Build It and They Will Come’
• ‘Technology can Replace Face-to-Face’
• ‘First, Create a Learning Culture’
‘Build It and They Will Come’
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- Mental image of ‘warehouse’
- Build a central electronic database and spent a considerable amount of money
- But very little happens; neither contributions nor retrievals occur with much enthusiasm
- ‘Fix’ through an incentive system
* To alter the image of ‘warehouse’
- from collecting & storing to reusing it
‘Technology can Replace Face-to-Face’
- ‘Talking’ – Training Programme, Conferences
- But getting people together is costly (travel and time away from job)
- Through technology – allow people to share knowledge without having to be in the same place
* Technology has to be married with face-to-face interaction to create the most effective systems
‘First, Create a Learning Culture’
- Competitive Culture – no one is going to tell anyone else something that might help the other person get ahead
- Knowledge sharing only happens in organizations with a noncompetitive or a collaborative culture
- So, change the culture
* If people begin sharing ideas about issues they see as really important, the sharing itself creates a learning culture.
Drivers of KM :: Knowledge-centric Drivers
WEEK 3 PRESENTATION : Question for group 1
Knowledge recognition failure
Need for Smart knowledge distribution
Tacit knowledge walkouts
Knowledge hoarding
Learn to Unlearn
Drivers of KM :: Technology Drivers
Technology provides temporary advantage
Compressed product & process lifecycle
Link between knowledge, relationship capital, market strategy and information technology
WEEK 3 PRESENTATION : Question for group 2
Functional convergence
Convergence of products and services
New organizational structures
Deregulation & globalization
Drivers of KM :: Organizational Structure-based Drivers
WEEK 3 PRESENTATION : Question for group 3
Expensive, repeated mistakes and reinvention of solutions
Proactive opportunity-seeking behavior
Responsiveness
Drivers of KM :: Process Focused Drivers
WEEK 3 PRESENTATION : Question for group 4
Drivers of KM :: Economic Drivers
Increasing returns
Differentiation
WEEK 3 PRESENTATION : Question for group 5
Is Your Company Ready for KM?
1. Scanning imperative i. Does your company truly understand the environment in which it
function?ii. Does it gather information about practices and conditions outside the organization?iii. Is there awareness about how your company’s internal operations compare with those of your competitors?
2. Shared perception of performance gapsi. Is there a shared and relatively well agreed upon perception of how things are in your company and of how they actually need to be?
3. Metricsi. How things are measured. Is everything measured solely on the basis of financial outcomes?
Is Your Company Ready for KM?
4. Corporate culture – ‘technology can lead the horse to the water but cannot make him drink it’i. Is your corporate culture accept debate and conflict as ways of solving problems?
5. Knowledge champions – need for Knowledge Champions from different functional areas
6. Strategic alignment – knowledge strategy needs to be closely tied to the company’s business strategy
7. Begin with what you know – accept your current data and information assets and begin by leveraging those first
To transfer the knowledge (message) starts with how you manage it first!
ViDeO
Dr Randy Paush
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