the new knowledge management
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THE NEW KNOWLEDGE MANAGEMENT Recent findings about the practices of knowledge management
ABSTRACT
La gestione della conoscenza è uno dei temi caldi di business digitale nel 2016, e svolge un ruolo sempre più critico nella società.
Assicurare la Conoscenza e l'ottimizzazione dei processi sono quindi in cima alla lista dei desideri e delle agende di molte aziende.
La mia nuova presentazione include modelli e linee guida per l'attuazione delle pratiche e degli strumenti più importanti per la gestione della conoscenza professionale.
AGENDA
EXPLANATION
KNOWLEDGE TYPES
SECI MODEL
KNOWLEDGE ADMINISTRATION
KNOWLEDGE IDENTIFICATION
KNOWLEDGE ACQUISITION
KNOWLEDGE DEVELOPMENT
KNOWLEDGE STORAGE
KNOWLEDGE ASSESSMENT
TOOLS
KNOWLEDGE TRANSFER
COLLABORATION
MEASUREMENT
EXPLANATION KNOWLEDGE MANAGEMENT
COMMUNITY
Social change for the knowledge community requires new action in companies.
COMPANIES
Every company has different circumstances, therefore each must establish their own way to deal with change.
ACTION
The planning and implementation of these actions can be summed up as knowledge management.
KNOWLEDGE PROCESSES
This includes gathering all strategic and operational management tasks to control knowledge processes within the company in the best possible way.
KNOWLEDGE MANAGEMENT
Development towards a Knowledge-Based Community
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COST
TIME
QUALITY
Without systematic knowledge management
With systematic knowledge management
Systematic Success
KNOWLEDGE MANAGEMENT
KNOWLEDGE MANAGEMENT
Benefits of Knowledge
IMPROVEMENT
in collaboration by preparing existing and required knowledge
FACILITATION
by reducing the integration of new employees
IMPROVEMENT
by recognizing the needs in regards to required expertise
GAIN
more from new ideas and innovations over time
EXPENSE REDUCTION
with knowledge research
MINIMIZING
the risks by identifying the critical areas of knowledge
INCREASE
in the productivity resulting from reducing time and cost
PREPARATION
in using existing knowledge
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KNOWLEDGE MANAGEMENT
Success Factors
1 Promoting support and committment from senior management
2 Integrating the mission statement and willing to invest
3 Centrally coordinating knowledge management
4 Implementing concrete applications
5 Implementing distinct and visible actions
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KNOWLEDGE MANAGEMENT
Application Errors from Knowledge Use
1 Employees are highly trained, but can not apply their knowledge.
2 One learns a lot within projects, but the knowledge gained is not passed on to others.
3 There are many experts, but the staff does not know who they are or where to find them.
4 Everything is well documented, but there is no structure in place to retrieve the information.
5 The best is always made, but this status will change after a few years due to competitive companies.
KNOWLEDGE TYPES EXPLANATION
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KNOWLEDGE TYPES
Explicit and Implicit
EXPLICIT KNOWLEDGE IS DOCUMENTED KNOWLEDGE THAT IS
EASY FOR OTHERS TO GRASP.
IMPLICIT KNOWLEDGE EXISTS IN THE EMPLOYEES‘ MINDS AND IS
THEREFORE DIFFICULT FOR OTHERS TO GRASP.
WORK INSTRUCTIONS, DOCUMENTED PROCESSES,
REPORTS, DRAWINGS…
EMPLOYEE EXPERIENCE,
ROUTINES, AND SKILLS.
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12
KNOWLEDGE TYPES
Companies and Employees
ORGANIZATION PEOPLE
GENERAL EXPERTISE
Knowledge
EXPLICIT KNOWLEDGE
Well-articulated; inclusive with knowledge holders
ORGANIZATIONAL KNOWLEDGE
Knowledge of the organization
IMPLICIT KNOWLEDGE
Indirectly articulated; exclusively from knowledge holders
INDIVIDUAL KNOWLEDGE
Knowledge of the organization‘s members
PRACTICAL KNOWLEDGE
Know-how
Knowledge Types
KNOWLEDGE TYPES
In Companies
EXTERNAL KNOWLEDGE Knowledge outside the company that is
freely available
INTERNAL KNOWLEDGE Knowledge within the company
STRATEGIC KNOWLEDGE Strategies, longterm goals
OPERATIONAL KNOWLEDGE Knowledge about executing tasks
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KNOWLEDGE FOMRS
Knowledge development
DRAWING
DATA
INFORMATION
KNOWLEDGE
SKILLS
ACTION
EXPERTISE
COMPETITIVENESS
+ uniqueness
+ proper action
+ willingness
+ application reference
+ context
+ meaning
+ syntax
SECI MODEL EXPLANATION
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New knowledge is internalized. It exists as implicit knowledge and can be passed on to others by socialization.
Knowledge is acquired implicitly in operational collaboration.
SECI MODEL
Definition
Implicit knowledge is obtained, documented and then converted
into explicit knowledge.
The newly created explicit knowledge is combined with
existing explicit knowledge.
SOCIALI-ZATION EXTERNALI-
ZATION
INTERNALI-ZATION
COMBI-NATION
EXPLICIT KNOWLEDGE
IMP
LIC
IT K
NO
WLE
DG
E
IMPLICIT KNOWLEDGE
EXP
LICIT K
NO
WLED
GE
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Definition
SOCIALIZATION
e.g. meeting
EXTERNALIZATION
e.g. minute log
INTERNALIZATION
e.g. internalizing the log
COMBINATION
e.g. collecting the log for the server
From explicit… … by explicit
Fro
m im
plic
it…
…
by
imp
licit
…by implicit From implicit…
… b
y explicit
From
explicit…
SECI MODEL
KNOWLEDGE ADMINISTRATION KNOWLEDGE MANAGEMENT
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Knowledge is power. Knowledge shared is power multiplied.
Robert Noyce (American Head of State and businessman)
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KNOWLEDGE GOALS
Three Target Levels
NORMATIVE KNOWLEDGE GOAL
Corporately political and cultural aspects
STRATEGIC KNOWLEDGE GOAL
Processes for implementing the vision and determining the future portfolio
OPERATIONAL KNOWLEDGE GOAL
Strategically ensuring actual implementation in everyday business
KNOWLEDGE IDENTIFICATION
Introduction
Knowledge-based fields on the main business
processes of a company are defined.
By comparing the defined knowledge to its
target points, action can be inferred.
Existing internal and external knowledge, as well as any lack there of and all
associated knowledge holders can be identified.
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KNOWLEDGE IDENTIFICATION Criteria for Knowledge Fields
BASIC KNOWLEDGE
SPECIAL KNOWLEDGE
CRITICAL KNOWLEDGE
FUTURE KNOWLEDGE
GOOD TO KNOW
KNOWLEDGE IDENTIFICATION
Knowledge of the Employees
Education, Ability, Potential
Special Knowledge
Manage- ment Knowledge
Product and Product
Knowledge
GENERAL KNOWLEDGE ABOUT THE
ORGANIZATION
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KNOWLEDGE IDENTIFICATION
Knowledge of the Company
MEMORY
KNOWLEDGE FORM
EXPERT INTRANET DATABASE
Process Knowledge
Product Knowledge
Presentation Technology
KNOWLEDGE GAP
These gaps found during knowledge identification can be filled by knowledge acquisition.
NEW KNOWLEDGE
This is the beginning of new knowledge for the company-not the development of it.
EXISITING KNOWLEDGE
This knowledge should exist across all sectors and be extensively tested. Existing knowledge often makes knowledge acquisition unnecessary.
ACQUISITION
New knowledge can be acquired in various ways, however requires strategic procurement.
KNOWLEDGE ACQUISITION
Introduction
KNOWLEDGE DEVELOPMENT
Dreyfus Model for Skill Acquisition
NOVICE
Strict obedience to rules, no experience, little
situational perception, no discretionary judgement
COMPETENT
Still limited with situational perception,
knows the aspect guidelines and treats all attributes and aspects separately yet equally
PROFICIENT
Sets priorities, actions are seen partly in longer-term goals, deliberate planning, standardized procedures
EXPERT
Perceives deviations from the normal pattern, makes
decisions more easily, assesses situations as part
of the „big picture“
MASTER
Has a wealth of experience, creative
solutions and visions, great intuition, breaks the rules when needed, uses
analytic approaches sparingly, makes good decisions quickly yet
professionally
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Knowledge development is a complementary part of knowledge acquisition.
The focus is on developing new ideas and skills stressing great importance on innovation.
Then it comes to expanding existing knowledge internally or transferring internal knowledge externally
KNOWLEDGE DEVELOPMENT
Introduction
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KNOWLEDGE STORAGE
Introduction
DOCUMENTATION
Knowledge storage means that process knowledge, application experience, successful solutions, etc. are documented.
LOSS OF KNOWLEDGE
Often knowledge is not sufficiently documented or shared and is irretrievably lost.
KNOWLEDGE STORAGE
Important Aspects
Knowledge storage can be ensured meaning knowledge from knowledge holders is decoupled and implicit knowledge is converted into explicit knowledge.
Professionals with high expertise can bind the organization with incentive systems and exit barriers.
Criteria should be worked out with the IT department, so knowledge can be effectively and easily accessible in any documented form and stored.
DECOUPLING
BINDING
ACCESS
KNOWLEDGE ASSESSMENT
Introduction
MEASUREMENT
The goal is based on calculating the value of intellectual capital, the success of set knowledge objectives and their implementation.
ASSESSMENT
This allows assessment of the objectives and knowledge actions which then form a basis for adapting systematically.
KNOWLEDGE ASSESSMENT
Overview
MOTIVATION
VISION
MISSION
KNOWLEDGE GOALS
STRATEGY
EMPLOYEES
INVOLVED PARTIES
PROCESSES
RESULTS
FINANCIALLY
INTANGIBLE
KNOWLEDGE
VALUE CREATION VALUE
Human resources
Structural resources
Relationship resources
Human capital
Structural capital
Relationship capital
ASSETS LIABILITIES
Market
Knowledge market
KNOWLEDGE ASSESSMENT
An intellectual capital report is a tool for displaying and developing the intellectual capital of a company.
It shows the relationships among organizational objectives, business processes, intellectual capital and the success of an organization.
Intellectual Capital Report
The Intellectual Capital Report gives an account of the successful change of knowledge and accomplished business success that took place.
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KNOWLEDGE ASSESSMENT
Assessment of Intellectual Capital
BALANCE SHEET
PHYSICAL CAPITAL
Assets Liabilities
A. Fixed
I. Intangible*
II. Tangible
III. Financial
B. Current
I. Stocks
II. Receivables and others
III. Securities
IV. Checks, cash on hand, bank balances
C. Deferred
I. Equity
I. Subscribed capital
II. Capital reserves
III. Revenue reserves
IV. Profit/ loss
V. Annual surplus/ loss
II. Provision
III. Debt
IV. Deferred
INTELLECTUAL CAPITAL
Human Capital Structural Capital
• Skills
• Social skills
• Employee motivation
• Leadership skills
• Cooperation and knowledge transfer
• Management tools
• IT and explicit knowledge
• Product innovation
• Process and method innovation
• Corporate culture
Relationship Capital
• Customers
• Suppliers| Banks
• Partner | Associations| Research institutes
• Investors
• Public relations
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IMPLEMENTATION
Knowledge Use
APPLICATION
Using knowledge productively means converting it into action. The main task is ensuring that the knowledge
is actually applied.
REWARD
This user-friendly availability of knowledge is crucial, so that it is
worthwhile for the employee to apply the knowledge in the first place.
KNOWLEDGE CULTURE
It is necessary to foresee organizational and cultural conditions in order to
achieve a high level of acceptance in knowledge application.
IMPLEMENTATION
The Knowledge Management Cycle
KNOWLEDGE GOALS
KNOWLEDGE ADVICE
KNOWLEDGE STORAGE
KNOWLEDGE IDENTIFICATION
KNOWLEDGE ACQUISITION
KNOWLEDGE DEVELOPMENT
KNOWLEDGE USE
KNOWLEDGE DISTRIBUTION
STRATEGIC LEVEL
OPERATIONAL LEVEL
Business process Knowledge domains
Knowledge available
Knowledge demands
Feedback
1
2
4 5
7
8
3 6
IMPLEMENTATION
Expenses in the Project Process
LEVEL OF ACTIVITY
TIME
Product launching
Knowledge goals
identification
Project planning
Knowledge acquisition
Knowledge development
Project implementation
Knowledge distribution
Knowledge use
Project completion
Knowledge storage
Project management
Knowledge assessment
TOOLS KNOWLEDGE MANAGEMENT
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We’re drowning in information and starving for knowledge. Rutherford D. Rogers (American Librarian)
TOOLS
Tools for Knowledge Management
While examining the knowledge processes and identifying potential for improvement, tools must be chosen to administer company knowledge.
The tools should be introduced gradually so they do not overwhelm the staff. They also shouldn’t be too extensive.
It is best to start with solutions that promise quick success and demonstrate the benefits of knowledge management.
ADMINISTRATION
EXTENT
SUCCESS
TOOLS
Application Example
Meetings, workshops, symposiums, dialogues
Knowledge tandems
Informal exchanges such as lunch or coffee bars
Best Practice Sharing: exchanging, publication, excursion
Lessons Learned
Story Telling
Knowledge maps, Yellow Pages
HUMAN
Document Management Systems Content Management Systems
Group software (cooperation und communication)
E-Learning platforms
Command and information systems
Digital knowledge maps
Social software (Wikipedia etc.)
Portals
Knowledge management systems
TECHNOLOGY
Responsibilities, providing resources for knowledge management
Job rotation
Methods for knowledge planning such as a work process analysis
Integrating customer knowledge
Communities of practice
Methods for knowledge assessment: intellectual capital report
Rules for an open culture of knowledge sharing
ORGANIZATION
KNOWLEDGE SOURCES TOOLS
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The purchase of external knowledge helps to increase internal quality and achieve business goals.
It is important to check whether the expected performance is well received and whether an outflow of personal knowledge was not greater than the benefits yielded.
EXTERNAL KNOWLEDGE ACQUISITION
Introduction and Possible Sources
ADVISOR Hiring consultants to assist with projects
COOPERATION Collaborating with customers, universities or other companies
FURTHER TRAINING
Introduction
Employees’ training and knowledge distribution can be achieved with all the possibilities of further internal and external training.
INTERNAL AND EXTERNAL E-LEARNING BLENDED LEARNING
In addition to traditional classroom training, technologies such as webinars and other forms of e-learning can be used.
Blended Learning is the way of combining different forms of learning and using the benefits from all sectors.
KNOWLEDGE DATABASE
Schematic Representation
EXPERTS
EXPERTS
EXPERTS
EXPERTS
KNOWLEDGE DATABASE
Knowledge questions and supply
Knowledge questions and supply
Local Knowledge
Local Knowledge
Local Knowledge
Local Knowledge
KNOWLEDGE TRANSFER TOOLS
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A good decision is based on knowledge and not on numbers. Plato (Ancient Greek Philosopher)
INCENTIVE SYSTEMS
Introduction
CAPITAL
Knowledge is conducive to the company and also represents an employee‘s capital. Therefore it must be worthwhile to share.
MOTIVATION
With the help of tangible and intangible incentives, motivation is
created to share and store knowledge with the company.
POLICY
This is the basis for successful knowledge management, at which
the employee will sign a „Knowledge Sharing Policy“.
INCENTIVE SYSTEMS
Reward Systems
INTANGIBLE TANGIBLE
RENUMERATION
DIRECT
e.g. nice colleague, supervisors, praise
INDIRECT
e.g. status, prestige
DIRECTLY EXPECTED
compensation package
INDIRECTLY EXPECTED
compensation package
UNEXPECTED
e.g. bonus
QUALITY DEPENDENT
e.g. high profit margins, customer satisfaction
-results-based-
PERFOMANCE-BASED
e.g. planned turnover achieved
-results-based-
IMMOVABLE
e.g. fixed monthly salary, customer service
- input-based-
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JOB ROTATION
Benefits
DEPUTY
Work practices and new contacts (networks)
Updating and strengthening of knowledge
More confident
Can find work
MANAGEMENT
Competitiveness
Well-trained and motivated employees
Possibility of employee selection
Targeted collaboration with educational institutions and employment services
CORPORATION
Lifelong learning
Possibility of new jobs
Sustainability and learned regions
EDUCATIONAL INSTITUTIONS
Market knowledge
Targeted collaboration with companies
Exportable services
EMPLOYED
Updating and strengthening knowledge
Workplace safety
Variety instead of routine
Career prospects
JOB ROTATION
USABLE
For making existing knowledge easy to find and use, structured filing must be put in place.
EFFICIENT
A sensible document storage space is an effective method to facilitate the use of explicit knowledge.
CATEGORIZED
When categorizing, the structure should be adjustable and not binding. Then, the most efficient possible transfer of knowledge can take place.
CONSISTENT
After setting the rights, the existing structure must be able to be updated.
STRUCTURED FILING
Documentation
CREATIVE TECHNIQUES
Knowledge Transfer and Expansion with Creativity
BRAINSTORMING
Collection of ideas through spontaneous talk. The ideas
are collected and can be reviewed later.
OSBORN CHECKLIST
Exaggerated questions are used to find
new approaches. An example is „interchanging
cause and effect“.
635 METHOD
Six employees each write three ideas. After five minutes, the ideas get
passed to the right and is developed further.
MINDMAP
Ideas and priorities of one subject are
represented by a branched structure.
Here
Here Here Here
COLLABORATION TOOLS
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An individual coaching promotes the perception of individual behavior patterns and begins the process of personal development in a professional environment. The goal is to increase the willingness to learn as well as idea development through the promotion of targeted new knowledge application.
COACHING
ANALYSIS
DECISION- MAKING
CHECK REALIZE
OBJECTIVES
PLAN
COACHING
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Through the networks and joint operation, the transfer losses are minimized and methodical, professional and social skills are increased.
COMMUNITIES
Introduction
54
A group of people who are focused on a characteristic interest can help each other learn in synergy from communication and content with the help of knowledge.
This results in a strong knowledge transfer and high identity formation through joint solutions, in which the experience gained in everyday business can be used profitably.
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COMMUNITIES
Diagram
KNOWLEDGE
KNOWLEDGE USE
KNOWLEDGE COMMUNICATION
KNOWLEDGE GENERATION
KNOWLEDGE PRESENTATION
KNOWLEDGE MANAGEMENT
ORGANIZATION
COMMUNITIES
GROUP INDIVIDUAL
INFORMATION ACTION
TECHNOLOGY HUMAN
OBJECTIVE
EVALUATION
PROBLEM/ SITUATION
COLLABORATIVE SOFTWARE
This software supports the collaboration of a group through temporal and spatial distances.
Benefits are, for example, consistent user interface, simple data exchange, decision support and file management systems.
Introduction
The aim is to increase work
efficiency through comprehensive and rapid circulation of
information
GROUP AND PROJECT WORK
Introduction
INFORMATION FLOW
Equal employee cooperation promotes the horizontal rather than the vertical
flow of information.
OVERALL
With information being exchanged across all departments, knowledge is
shared throughout the entire company.
KNOWLEDGE USE
Mutual support and different views promote innovation and knowledge
use.
QUALITY CIRCLES
Introduction
VOLUNTARY
In quality circles, a small group meets regularly and works out problems independently and voluntarily at their own workspace.
MOTIVATION
Since participation is voluntary, high intrinsic motivation exists to implement new ideas and exchange views on problems and errors.
VALUE CREATION
Composing the group should not be based on regions or products, but in the value creation chain of the company.
IMPLEMENTATION
The topics are chosen by the group, edited and then submitted to the decision-makers. The group then is responsible for implementing and monitoring.
SOLUTIONS
Employees are looking for even better solutions for everyday work. Some ideas are generating quality improvement and cost reduction.
QUALITY CIRCLE
Levels of Work Quality
SUBJECT AND CONTENT LEVEL
Formulating the problem
Describing the problem and determining the causes
Specifying what needs to be changed
Problem recognition
Problem relationships
Problem and cause analysis
Target determination
Designing a constructive working atmosphere
Clarifying different interests
Forming action plans
Implementing in practice
Reviewing actions
Realization planning
Realization
Monitoring
Turning those affected into participants
Developing alternative, creative solutions
Selecting the best actions and presenting to the customer
Creative ideas / finding a solution
Solution assessment and selection
Confidence building as a supervisor for creative work
Consensus building: dealing with majority and minority
I.
IV.
II.
III.
SYSTEMATIC PROBLEM-SOLVING METHODS
MONITORING INDIVIDUAL AND GROUP OPERATIONS
PROBLEM SOLUTION
SHOULD BE
Problem-solving
AS IS IS
NEWSLETTER
Introduction
THEMES
By request, employees are sent information on selected topics by
email.
PUSH / PULL
The recipient will receive regular information after registering, and can
get more by calling separately.
CREATION
First the topics are defined and the target audience is determined. Ideally,
the receiver can select topics.
DATABASE
Introduction
AREA-COUPLING
Although results are documented, there is usually no coupling among individual areas and information on projects are saved under different names without metadata.
EXPENSE REDUCTION
Through a coupled database, experts can be found from previous projects and duplicating effort, avoided. The metadata of all company projects are recorded in a database.
YELLOW PAGES
Since implicit knowledge can barely be stored, it is important to find the right contact. Yellow Pages represent the experts directory showing which employees in which areas have that knowledge.
In addition to a directory of internally available knowledge, contact databases are constructed, so that each employee has an overview of who collaborates with external partners and what experience has been gained.
Introduction
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MEASUREMENT TOOLS
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SKILLS MEASUREMENT
Introduction
THIS KNOWLEDGE CAN BE MEASURED AND VISUALIZED
WITH THE HELP OF KNOWLEDGE MAPS.
THE NECESSARY KNOWLEDGE FOR ACHIEVING BUSINESS
OBJECTIVES IS DETERMINED BY THE KNOWLEDGE OF ITS
EMPLOYEES.
BY DETERMINING THE ACTUAL STATE, THE EMPLOYEE
QUALIFICATIONS ARE PLANNED TO SCALE.
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