session 11 knowledge management

knowledge management

Thursday, November 11, 2010

problem of knowledge

a search for the perfect fry

Burger King’s problem

crisp and hot for 15 minutes after the pick-up

Jan. 1998

$40 million

new coat

19 pages of manual

seven audible crunch test

by 1999

pounds of fries shipped had fallen nearly 14%

what went wrong?

Nokia and Ericsson

founded in 1865 and 1876

employees:60,000 vs 100,000

total sales in 2001$27.7B vs. $28.5B

# of saunas in HQ6 vs. 2

# 1 in the market

divest from the market Jan. 26, 2001

March 17, 2000

lighting

Philips semiconductor plant

New Mexico

March 20

Nokia chief component manager notified

March 31

30 engineers

China, Finland and the US

in 2 weeks

new chip was designed on the fly

in Stockholm

March 17

March 20

an officer was notified

early April

head of consumer product was notified

potential implication of the fire

no follow-up action was taken

lost $400 million potential sales

lost $1.68 billion in mobile phone business

January 26, 2001

divested from mobile phone manufacturing

“we let the bad news travel farther and faster”

collaborative and empowered team

Ericsson

linear and sequential communication

what type of organization do you want to build?

the problem of knowledge

situated

contextualized

experiential

tacit knowledge

distributed

contested

multiple meaning

invested

challenges in knowledge management

know-what

know-how

know-why

care-why

knowing who knows what

having smart people is not enough

Codified

Centralized Distributed

What we need to know

Organizing Framework

Codified

Centralized Distributed

Focus of past KM activities What we need to

Organizing Framework

a brief history of knowledge management

driver analogy

New York cab driver

new drivers

some smart drivers

some dumb drivers

dumb organization

KM v.1.0

repository of cab drivers’ best practices

KM v.1.5

communities of cab drivers

smart drivers

dumb organization

KM v.2.0

airport limousine service in Seoul

guaranteed service in 50 minutes

usually 50 minutes to 3 hours

unpredictable traffic pattern

no central dispatch office

peer-to-peer radio

voluntary information sharing

anything relevant

total empowerment

trust and reputation

smart drivers

smart organization

why don’t people share knowledge?

1. lack of motivation

let’s throw in money

lots of garbage

2. it’s community problem

Xerox experience

the basement of building 51

let’s build communities

identitylanguageculture

3. they don’t know how to share knowledge

cognitive problem

distributed knowledge

the role of technology in knowledge sharing

repository

communication

automation(embedding)

session 11 knowledge management

cab drivers

organizing

youngjin yoo

smart drivers

knowledge

centralized

dumb organization

problem

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