Holistic Knowledge Management: Holistic Knowledge Management: Organisational Culture and Emerging ToolsOrganisational Culture and Emerging Tools

Dr Madanmohan RaoDr Madanmohan Rao

Editor, “The Knowledge Management Chronicles”Editor, “The Knowledge Management Chronicles”

http://twitter.com/MadanRao

The Knowledge JourneyThe Knowledge Journey

Existing knowledgeExisting knowledge– Traditional knowledge (indigenous) in societiesTraditional knowledge (indigenous) in societies– Organisational knowledge (classic KM)Organisational knowledge (classic KM)

New knowledgeNew knowledge– Organisational innovation Organisational innovation – Entrepreneurship, startupsEntrepreneurship, startups

The “8 Cs” of Success in the The “8 Cs” of Success in the Knowledge EraKnowledge Era

ConnectivityConnectivity ContentContent CommunityCommunity CultureCulture CapacityCapacity CooperationCooperation CommerceCommerce CapitalCapital

The “8 Cs” of Success in the The “8 Cs” of Success in the Knowledge EraKnowledge Era

ConnectivityConnectivity– Connectivity, bandwidth, devices, platform, interfaces, standards, Connectivity, bandwidth, devices, platform, interfaces, standards,

portalportal ContentContent

– Archives, assets, databases. Creation, codification, classification, Archives, assets, databases. Creation, codification, classification, archival, retrieval, trackingarchival, retrieval, tracking

CommunityCommunity– Knowledge-exchange communities, evolution of communities, Knowledge-exchange communities, evolution of communities,

supportsupport CultureCulture

– Trust, support, learning organisationTrust, support, learning organisation

The “8 Cs” of Success in the The “8 Cs” of Success in the Knowledge EraKnowledge Era

CapacityCapacity– Roles, organisational support, training, HRRoles, organisational support, training, HR

CooperationCooperation– Between units, with customers/partners, industry, external Between units, with customers/partners, industry, external

institutes (eg academia)institutes (eg academia) CommerceCommerce

– Commercial and other incentives, pricing of knowledge Commercial and other incentives, pricing of knowledge contribution, ranking and usagecontribution, ranking and usage

CapitalCapital– Investments into KM practice, RoI metricsInvestments into KM practice, RoI metrics

Case StudiesCase Studies

Private sectorPrivate sector– IT: Infosys, Perot/DellIT: Infosys, Perot/Dell– Consumer products: EurekaForbesConsumer products: EurekaForbes

Government / public sectorGovernment / public sector– Ministry of Finance, SingaporeMinistry of Finance, Singapore– JTC, SingaporeJTC, Singapore

InfosysInfosys Motto: "Learn Once, Use Anywhere" Motto: "Learn Once, Use Anywhere" Central KM group, KM steering committeeCentral KM group, KM steering committee Knowledge editorsKnowledge editors Incentivisation scheme: Knowledge Currency Units (KCUs) Incentivisation scheme: Knowledge Currency Units (KCUs) KM Maturity (KMM) modelKM Maturity (KMM) model More than 99% of polled respondents expressed the belief More than 99% of polled respondents expressed the belief

that KM is very essential for the companythat KM is very essential for the company Winner of MAKE Awards (India, Asia, Global)Winner of MAKE Awards (India, Asia, Global)

““In this journey, a key lesson we have In this journey, a key lesson we have learnt is that unless people are able to learnt is that unless people are able to see and experience the direct benefits see and experience the direct benefits of KM, no amount of incentives, of KM, no amount of incentives, rewards or recognitions are likely to rewards or recognitions are likely to elicit sustained enthusiasm, elicit sustained enthusiasm, participation and involvement."participation and involvement."

Kris GopalakrishnanKris GopalakrishnanCOO & Deputy Managing DirectorCOO & Deputy Managing Director

InfosysInfosys

What we did so far…What we did so far…

KM @ EurekaForbesKM @ EurekaForbes

““The most important challenge in this economy is The most important challenge in this economy is creating conversationscreating conversations.”.”

Ravi AroraRavi Arora

KM Head, Tata SteelKM Head, Tata Steel

Ministry of Finance (MoF), SingaporeMinistry of Finance (MoF), Singapore

2007: Appointment of Directorate Knowledge Activists 2007: Appointment of Directorate Knowledge Activists Focus on email as a communication and documentation Focus on email as a communication and documentation

tooltool Vendor: Third SightVendor: Third Sight 2008: finalised taxonomy2008: finalised taxonomy 2010: 2010: Launch of MOFi, the MOF Intranet PortalLaunch of MOFi, the MOF Intranet Portal Next steps: suggestions/innovations, social media Next steps: suggestions/innovations, social media

MoF ad: Can you find the 0 amongst the Qs?MoF ad: Can you find the 0 amongst the Qs?

QQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQOQQQQQQQQQQQQQQQQ QQQQQQQQQQQOQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQQQQQQQQQQQQQQQQ QQQQQQQQQQQQQ QQQQQQQQQQQQQQQ QQQQQQQQQQQQQ

KM Tools: The alphabet soupKM Tools: The alphabet soup

Abstraction, agents, authoring systems, blogging, case Abstraction, agents, authoring systems, blogging, case based reasoning, categorisation, clustering, competitive based reasoning, categorisation, clustering, competitive intelligence, content management, collaborative filtering, intelligence, content management, collaborative filtering, knowledge mapping, knowledge portals, knowledge knowledge mapping, knowledge portals, knowledge visualisation, metadata, microblogs, neural networks, visualisation, metadata, microblogs, neural networks, podcasting, search, semantic nets, podcasting, search, semantic nets, social networks, social networks, story templates, taxonomy, text mining, topic maps, story templates, taxonomy, text mining, topic maps, twitter, twitter, validation, validation, wiki, wiki, workflow. . . . . . workflow. . . . . .

The Three Kinds of KnowledgeThe Three Kinds of Knowledge(Max Boisot)(Max Boisot)

Experiential (what do I see/hear/feel now)Experiential (what do I see/hear/feel now) Narrative (what can I say/write about this)Narrative (what can I say/write about this) Abstract symbolic (what stable durable content Abstract symbolic (what stable durable content

can I extract from this)can I extract from this)

Social Media and KM ImpactsSocial Media and KM Impacts

Increased the population of experts available (internal + Increased the population of experts available (internal + external)external)

Improved creation + validation of expertise (speed, Improved creation + validation of expertise (speed, quality)quality)

New collective + unstructured + narrative knowledgeNew collective + unstructured + narrative knowledge ““Force multiplier” for collaboration and innovationForce multiplier” for collaboration and innovation SEO + SMOSEO + SMO Trends: mash-ups and appsTrends: mash-ups and apps

Social Media: ChallengesSocial Media: Challenges

Social networking fatigueSocial networking fatigue Need to move from ‘busy’ metrics to ‘engaged’ Need to move from ‘busy’ metrics to ‘engaged’

metricsmetrics Going beyond tactical benefits to strategic Going beyond tactical benefits to strategic

benefitsbenefits Moving from ‘social business’ to ‘better business’Moving from ‘social business’ to ‘better business’

Drivers of KMDrivers of KM

GlobalisationGlobalisation Shorter product lifecyclesShorter product lifecycles Increasing economic/political uncertainty Increasing economic/political uncertainty AttritionAttrition Growth of outsourcingGrowth of outsourcing Social media, new IT toolsSocial media, new IT tools Information overloadInformation overload

Knowledge RolesKnowledge Roles

Boundary spanners, roamers, outposts, Boundary spanners, roamers, outposts, knowledge project managers, stewards, knowledge project managers, stewards, coaches, trainers, councillors, counsellors, coaches, trainers, councillors, counsellors, officers, integrators, administrators, engineers, officers, integrators, administrators, engineers, librarians, synthesisers, reporters, editors, librarians, synthesisers, reporters, editors, learning officers, CKOs, directors of intellectual learning officers, CKOs, directors of intellectual assets, CIOs, anecdote manager . . . . . . . . . . !assets, CIOs, anecdote manager . . . . . . . . . . !

KM Metrics: Assessing ImpactKM Metrics: Assessing Impact Technology/ActivityTechnology/Activity

– Number of emails/blogs, transactions, database sizeNumber of emails/blogs, transactions, database size ProcessProcess

– Time taken to complete a task, number of stepsTime taken to complete a task, number of steps KnowledgeKnowledge

– Knowledge assets created, communities of practiceKnowledge assets created, communities of practice PeoplePeople

– Empowerment, risk-taking, innovative attitudesEmpowerment, risk-taking, innovative attitudes BusinessBusiness

– Lower costs, faster innovation, higher profit marginsLower costs, faster innovation, higher profit margins

KM: Sectoral AdvantagesKM: Sectoral Advantages

Media: Media: management of multimedia content, management of multimedia content, smooth workflow, delivery of content on multiple smooth workflow, delivery of content on multiple devices at user end, CRMdevices at user end, CRM

Government: Retention of expertise from retiring Government: Retention of expertise from retiring employees, one integrated citizen interface for e-employees, one integrated citizen interface for e-government services, better response to government services, better response to citizen/business queries citizen/business queries

KM: Sectoral AdvantagesKM: Sectoral Advantages

High-tech manufacturing: High-tech manufacturing: Reduced time to Reduced time to market, time to repair; learning from customer market, time to repair; learning from customer inputs and suggestions; project/product inputs and suggestions; project/product managementmanagement

Banking/finance: Banking/finance: New product development, New product development, customer/activity profiling, reducing costs, customer/activity profiling, reducing costs, harnessing new technologiesharnessing new technologies

Issues for Mature KM Practices (10 years)Issues for Mature KM Practices (10 years)

Benchmarking at regional/global levelsBenchmarking at regional/global levels Driving KM at a national level, across Driving KM at a national level, across

organisations/sectorsorganisations/sectors Winning global awardsWinning global awards Thought leadership: books, case studies (eg. Thought leadership: books, case studies (eg.

Infosys, Siemens, McKinsey, Buckman Labs, Infosys, Siemens, McKinsey, Buckman Labs, World Bank)World Bank)

Issues for KM Practices at an Issues for KM Practices at an Intermediate Stage (5+ years)Intermediate Stage (5+ years)

Phasing out rewards; knowledge behaviours are Phasing out rewards; knowledge behaviours are well-establishedwell-established

Assessing social media (internal and external)Assessing social media (internal and external) External metrics for assessing KM effectivenessExternal metrics for assessing KM effectiveness Compete for KM awards at the national/ Compete for KM awards at the national/

regional/global levelregional/global level

Issues for Early Stage KM Practices (1-2 years)Issues for Early Stage KM Practices (1-2 years)

Scaling: “horizontal” or “vertical”Scaling: “horizontal” or “vertical” Identifying appropriate incentive schemes for Identifying appropriate incentive schemes for

relevant knowledge behavioursrelevant knowledge behaviours Evolution of KM metrics (largely internal)Evolution of KM metrics (largely internal) Organisation-spanning initiativesOrganisation-spanning initiatives

Questions?Questions?

Email: Email: madan@techsparks.comBlog: Blog: http://km.techsparks.com

Tweets: Tweets: http://twitter.com/MadanRao