knowledge management ppt @ bec doms mba genral

Knowledge Management

What is Knowledge? The Old Pyramid

data information

knowledge wisdom

Information that changes something or somebody—becoming grounds for action by making an individual, or institution capable of different, more effective action

Drucker, The New Realities

What is Knowledge Management?

More definitions than Webster Wiig Drucker Rumizen Neilson My Take

More varieties than Heinz 57 British Petroleum Buckman Labs Ford Others

A few Foundation Principles and Building Concepts

Knowledge Influences Success Knowledge Resides in the Heads

of People Two Types of Knowledge

Codified Personalized

Knowledge Sharing Requires a Conduit to Happen Systemically

Technology is the conduit Knowledge Sharing Requires Trust KM embraces both the Knowledge

Based organization and the Learning Organization

KM has planned architectural frameworks

Knowledge Influences Success Peter Drucker (the one

factor) Toffler (Survival in

Knowledge Age is not who can read or write but who can learn and unlearn quicker)

Nonaka (the cutting edge)

Tom Peters (sum total of value-added)

Handy, Drucker (primary factor of productivity)

Knowledge Originates and Resides in the Heads of People and the Two Types of Knowledge

Explicit – knowledge that is codified, recorded, or actualized into some form outside of the head Books, periodicals, journals, maps, photographs, audio-recordings Webpages, websites, portals

Tacit – Knowledge from experience and insight, not in a recorded form, but in our heads, intuition

Intellectual capital - Doesn’t mean much unless packaged in useful ways technology and global environment is redefining “useful ways”

Technology Enables New Knowledge Behaviors

Technology shapes how we live (radio, television, computer, biotechnology)

Pushes KM, doesn’t drive it

Facilitates flow of knowledge One look, one feel Easy access Easy dissemination

(push-pull) Different storage (from

paper to digits)

Knowledge sharing and transfer requires trust

Trust is hard to build in cyberspace Trust usually requires initial face-to-face Sharing must be open and reciprocal Based upon a commonality Time to do so Social identity in cyberspace

Shift from Managing Stocks of Stuff to Managing

Flows of Knowledge (Nielson) Librarians use to managing

stuff Books Magazines Cassettes

Administrators use to managing stuff Buildings and furniture, land People Money

Automators use to Managing Stuff Computers Fiber optics Bandwidth

KM Embraces the Learning Organization and the KBO

Peter Senge, The Fifth Discipline Learning Styles (Visual, Auditory, Kinesthetic) Change Intervention Styles (Engineer, Teacher,

Socializer, Commander) Adult Learning Theory (Experiential, Critical Reflection,

Self-Directed) Share knowledge to learn quicker, relearn and “unlearn”

faster What is a KBO?

Knowledge Requires Capture, Organization,

Access and Leverage OLD WAY

Capture form is written, auditory or graphical representations

Organization is via tables of content, indexes, classification systems used by publishers, libraries, etc

Access when physical body goes to where the knowledge is located…a library, a company, a research laboratory, a school

Tacit knowledge rarely tapped Leverage is a sum game

NEW WAY Capture from is digits in

cyberspace Organization via software

programs designed upon engineering principles, mathematical equations, word associations in cyberspace 24/7/365

Access wherever the physical bodies link via computers

Tacit knowledge tapped using many different technological tools

Leverage is exponential, multiples upon multiples

Knowledge Work Activities

Result

Acqu i re

An a lyze

Orga n i ze

Cod i fy

Commu n ica teUti l i ze

Knowledge Architectures: It Takes a Lot -- the Four Pillars KM

M U L T I P L E D I S C I P L I N E S

K NOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering

Systems Engineering Organization Development Organization BehaviorSystems Management

E-mailOLAPData WarehousingSearch EnginesDecision SupportProcess ModelingManagement ToolsCommunications

TECHNOLOGY

TECHNOLOGY

BPR- Processes- ProceduresMetricsMBOTQM/LWorkflowCommunications

ORGANIZATION

ORGANIZATION

Business CultureStrategic Planning- Vision and GoalsClimateGrowthSegmentationCommunications

LEADERSHIP

LEADERSHIP

IntuitionInnovation vs.

InventionLearning

CommunityVirtual TeamsShared ResultsExchange ForumsCommunications

LEARNING

LEARNING

Environmental Influences

Social

Political Governmental

Economic

Stankosky, Calabrese, Baldanza, 1999





TECHNOLOGY

TECHNOLOGY


ORGANIZATION

ORGANIZATION


LEADERSHIP

LEADERSHIP


InventionLearning


LEARNING

LEARNING


Social


Economic






TECHNOLOGY

TECHNOLOGY


TECHNOLOGY

TECHNOLOGY


ORGANIZATION

ORGANIZATION


ORGANIZATION

ORGANIZATION


LEADERSHIP

LEADERSHIP


LEADERSHIP

LEADERSHIP


InventionLearning


LEARNING

LEARNING


InventionLearning


LEARNING

LEARNING


Social


Economic


InitiativesInitiatives

A K

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GOAL 4GOAL 4 GOAL 5GOAL 5

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Enterprise Enterprise Portfolio MgmtPortfolio Mgmt

ArchitectureArchitecture

Capital Planning &Capital Planning &Investment MgmtInvestment Mgmt

Army RegulationsArmy Regulations& Policy Revisions& Policy Revisions

AKM StrategicAKM StrategicCommunications PlanCommunications Plan

Foxhole to FactoryFoxhole to FactoryProcessesProcesses

CollaborativeCollaborativeProcessesProcesses

Achieve eArmy Achieve eArmy TransformationTransformation

Battle CommandBattle CommandKnowledge SystemKnowledge System

EliminationEliminationof Applicationsof Applications

EnterpriseEnterpriseDirectory ServicesDirectory Services

IntegrateIntegrateReserve ComponentReserve Component

NETOPS CONOPSNETOPS CONOPSDefense InDefense In--DepthDepth

Server and ProcessingServer and ProcessingCenter ConsolidationCenter Consolidation

Key componentKey componentOf Of LandWarNetLandWarNet

Standard ArmyStandard ArmyWeb Web PresensePresense

NCES ServicesNCES Services

DistributedDistributedAKOAKO

Common Common UwerUwerInterfaceInterface

National SecurityNational SecurityPersonnel SysPersonnel Sys

Human ResourceHuman ResourcePlanningPlanning

ProfessionalizationProfessionalizationof Workforceof Workforce

Institutionalize AKMInstitutionalize AKMin Schoolhousesin Schoolhouses

Information OperationsInformation OperationsAssetsAssets

LandWarNetLandWarNet

AKM Goals & Structure

KM is different from a KMS KM is whole ball of wax (people, technology,

processes, learning, business) KMS is a knowledge management system that

makes it happen KMS is comprised of four components

Content management applications Expertise locator applications Collaboration Portal

All tightly integrated

KM Important Lessons Learned KM - beyond fad – a distinct management concept

suggesting it’s prudent to manage the intellectual assets of an enterprise, to cultivate for advantage in the marketplace

KM is complex, integrative with other disciplines Old skills and abilities don’t necessarily work in KM

environment – must be redefined, polished, updated Principles and concepts are not new- what’s new is the

merger with technology to do so and practical applications

Librarians have many skills that apply to KM

knowledge management ppt @ bec doms mba genral

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