Download - 12 02 08 New Delhi Apo Km Conference
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Back to BasicsStrategies for Identifying, Creating, Storing,
Sharing and Using Knowledge
Ron Young, CKO, Knowledge Associates InternationalTechnology and Innovation for Knowledge Management Conference
12th February 2008, New Delhi, India
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“The most important, and indeed truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the manual worker in manufacturing.
The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker”
Peter F. Drucker
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"Knowledge Management is the discipline of enabling individuals, teams and entire organisations
to collectively and systematically capture, store, create, share and apply knowledge, to better
achieve their objectives"
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"Knowledge Management is the discipline of enabling individuals, teams and entire organisations
to collectively and systematically capture, store, create, share and apply knowledge, to better
achieve their objectives"
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Knowledge Management and Web 2.0?
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Progress in 30 years?
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Timeless, Changeless Business Principles (Business Wisdom)
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Timeless, Changeless Business Principles (Business Wisdom)
+ application of the best of the emerging
and changing strategies, methods, tools and technologies
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Timeless, Changeless Business Principles (Business Wisdom)
+ application of the best of the emerging
and changing strategies, methods, tools and technologies
=extraordinary value
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Back to Basics
Strategies for Identifying, Creating, Storing,
Sharing and Using Knowledge
1. Some Timeless Business Principles 2. Identifying Knowledge 3. Creating Knowledge 4. Storing Knowledge 5. Sharing Knowledge 6. Using Knowledge
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Back to Basics
Strategies for Identifying, Creating, Storing,
Sharing and Using Knowledge
1. Some Timeless Business Principles 2. Identifying Knowledge 3. Creating Knowledge 4. Storing Knowledge 5. Sharing Knowledge 6. Using Knowledge
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Timeless Business Principles
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Timeless Business Principles
Productivity
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Timeless Business Principles
Productivity Relations
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Timeless Business Principles
Productivity Relations
Quality
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Timeless Business Principles
Productivity Relations
Quality
Knowledge
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Why?
Productivity Relations
Quality
Knowledge
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Timeless Business Principles
Increase Sales
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Timeless Business Principles
Increase Sales
Reduce Costs
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Timeless Business Principles
Increase Sales
Reduce Costs
IncreaseProfit/Value
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Timeless Business Principles
Increase Sales
Reduce Costs
IncreaseValue
Knowledge
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Back to Basics
Strategies for Identifying, Creating, Storing,
Sharing and Using Knowledge
1. Some Timeless Business Principles 2. Identifying Knowledge 3. Creating Knowledge 4. Storing Knowledge 5. Sharing Knowledge 6. Using Knowledge
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“What key areas of knowledge, if they could be much better managed, would
make a big difference to achieving/exceeding our objectives
over the next few years "
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Back to Basics
Strategies for Identifying, Creating, Storing,
Sharing and Using Knowledge
1. Some Timeless Business Principles 2. Identifying Knowledge 3. Creating Knowledge 4. Storing Knowledge 5. Sharing Knowledge 6. Using Knowledge
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From ‘episodic’ learning to ‘continuous learning’
From ‘episodic innovation’ to
‘continuous innovation’
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Learning / After Action ReviewWhat were the Objectives?What did we actually achieve?Why were there differences?What can we learn from this?What can we do better next time?What actions could we take?Can we celebrate progress & successes?
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What new learnings, ideas, insights have we had today?
Is this critical new knowledge for the Organisation?
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Back to Basics
Strategies for Identifying, Creating, Storing,
Sharing and Using Knowledge
1. Some Timeless Business Principles 2. Identifying Knowledge 3. Creating Knowledge 4. Storing Knowledge 5. Sharing Knowledge 6. Using Knowledge
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“The Web has radically and fundamentally changed
the economics, processes and tools of knowledge"
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Knowledge Management and Web 2.0?
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Back to Basics
Strategies for Identifying, Creating, Storing,
Sharing and Using Knowledge
1. Some Timeless Business Principles 2. Identifying Knowledge 3. Creating Knowledge 4. Storing Knowledge 5. Sharing Knowledge 6. Using Knowledge
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People & Knowledge Sharing (70% of the KM effort)
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Fear vs Trust
Protective of ideas & knowledge Open and sharing ideas & knowledge
No Loyalty High LoyaltyShort Term & impatient Long Term & patientDisrespect & political Respect & supportive Individual & isolated Inter-connected by networks &
teamsIndependent Inter-dependentNon communicative Open, frequent communications- and 'one way' - and 'two way‘ feedbackUninformed InformedFeel no responsibility Feel responsibleDisempowered EmpoweredScarcity mentality Abundance mentality
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KM Principles
Trust
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KM Principles
Communicate
Trust
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KM Principles
Communicate Learn
Trust
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KM Principles
Communicate Learn
Share Trust
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Back to Basics
Strategies for Identifying, Creating, Storing,
Sharing and Using Knowledge
1. Some Timeless Business Principles 2. Identifying Knowledge 3. Creating Knowledge 4. Storing Knowledge 5. Sharing Knowledge 6. Using Knowledge
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Knowledge on the Web
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Knowledge Management and the ‘Meaningful Web 3.0’
Semantic Web 3.0 is about making all this technology and content smarter -- by adding semantics to the data and by adding more smarts to applications so that they can do a better job of helping humans.
Nova Spivak
www.radarnetworks.com
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Integrating Distributed Knowledge
• Adaptive knowledge infrastructure is in place
• Knowledge resources identified and shared appropriately
• Timely knowledge gets to the right person to make decisions
• Intelligent tools for authoring through archiving
• Cohesive knowledge development between JPL, its partners, and customers
NASA Knowledge Management Roadmap
• Instrument design is semi-automatic based on knowledge repositories
• Mission software auto-instantiates based on unique mission parameters
• KM principles are part of culture• KM practices are supported by layered
COTS products• Remote data management allows
spacecraft to self-command
• Knowledge gathered any place from hand-held devices using standard formats on interplanetary Internet
• Expert systems on spacecraft analyze and upload data
• Autonomous agents operate across existing sensor and telemetry products
• Industry and academia supply spacecraft parts based on collaborative designs derived from NASA’s knowledge system
Capturing KnowledgeSharing Knowledge
• MarsNet• Mars Exploration Rovers• Space Interferometry Mission
Enables capture of knowledge at the point of origin, human or robotic, without invasive technology
Enables seamless integration of systems throughout the world and with robotic spacecraft
Enables sharing of essential knowledge to complete Agency tasks
Modeling Expert Knowledge
• Systems model experts’ patterns and behaviors to gather knowledge implicitly
• Seamless knowledge exchange with robotic explorers
• Planetary explorers contribute to their successor’s design from experience and synthesis
• Knowledge systems collaborate with experts for new research
• Interstellar missions• Permanent lunar and
Martian colonies
• Europa Lander/Submersible• Titan Organics: Lander/Aerobot• Neptune Orbiter/Triton Observer
• Mars robotic outposts• Comet Nucleus Sample Return• Saturn Ring Observer• Terrestrial Planet Finder
2003 2007 2010 2025
Enables real-time capture of tacit knowledge from experts on
Earth and in permanent outposts
http://km.nasa.govJeanne Holm, Chief Knowledge ArchitectJeanne Holm, Chief Knowledge Architect
NASA/Jet Propulsion LaboratoryNASA/Jet Propulsion Laboratory
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The Next Ten Years - Key Challenges
substantially increase the productivity of knowledge working, at least, 50 fold exponentially develop global knowledge sharing networks & relationsdramatically improve qualityContinuous radical knowledge creation and innovation leadership aligned to the timeless principlesApplying the best strategies, tools and technologies
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www.knowledge-management-online.com
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http://km-consulting.blogspot.com
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Knowledge Asset Management