Knowledge Management4Days Workshop

Megat Zainurul Anuar bin Megat JohariAkmal Zaman bin Abu

DREAMSOFT (M)SDN BHDhttp://www.thedreamsoft.com

to be discussed

• what is knowledge?• why knowledge?• data + information + knowledge• information and value• working definition of KM• why knowledge management• how to articulate knowledge• elements of KM• KM strategy• KM and technologies

activities: lessons learned..

1980 - Knowledge Is Power

what is knowledge?

what is knowledge

HOWto do things

WHEREto find

examples

WHOMto ask for

help

basic scenario

“In a classic adventure of Star Trek, Dr. McCoy (the ship's Medical Officer) must restore Mr. Spock's brain to his body. McCoy, not having the knowledge to

accomplish this task uses an alien learning device to impart the knowledge into his

brain”

why knowledge?

• Why did Dr. McCoy need the knowledge imparted to his brain?

» Claim: Knowledge is what human beings need to perform necessary and optional tasks throughout their lives.

» Claim: Information & Data does not enable performance

data + information + knowledge

• WHAT is the RELATIONSHIP between data, information and knowledge?

data

• raw statistics and facts

information

• INFORMATION= data + interpretation

knowledge

• KNOWLEDGE= information + use

when information become knowledge

comparison, consequences, connections, conversation and etc

information and value

qualities that make information valuable

- accuracy- timeliness- engagement- application- rarity

what is knowledge management ?

working definition of KM

systematic process by which knowledge is created, captured, shared, and leveraged

why knowledge management?

• By late 1999 1/3 of top 1,000 largest U.S. companies had begun KM initiatives;

• by 2003 more than half have done KM

• By 2008 all of 1,000 U.S companies used KM

• 2010…………………….

issues identified as ‘drivers for knowledge management’

• Experts are available but the expertise is not shared (employees not able to find “critical existing knowledge” on time)

• Dissipation of tacit knowledge (due to employees’ retirement, transfer, resignation or down sizing)

• Knowledge hoarding (individuals who do not want to share their knowledge/insights due to fear of job security)

• Issue of unlearning and relearning may take place as existing processes may become outdated

issues identified as ‘drivers for knowledge management

• Functional convergence (dependencies between different functional areas that require inputs and cooperation from different divisions or collective expertise)

• Need for organisations to be responsive to demands for better and faster service

• Traditional capital assets and technology may no longer be a key differentiator in the production of goods and provision of services

• External threats possible where jobs and careers or even the entire profession and industry may be threatened

km modes

personal

collaborative

enterprise

knowledge sharing

EXPERTISE

DEC

ISIO

N-M

AK

ING

PO

WER

Experts ‘T’

Expert ‘M’

Working and Learning togetherExpert ‘E’

Expert ‘G’

Experts ‘A’

types of knowledge

Tacit > > explicit

conversion of knowledge

• Socialization – sharing of tacit knowledge between individuals, share feelings, emotions, experiences and mental models

• Externalization – involves the articulation of tacit into explicit knowledge and the conversion occurs through dialogue and the use of figurative language, metaphors, narratives and images

• Combination – reflect the conversion of explicit knowledge into more complex explicit forms. [i.e.: capturing, collecting, sorting, editing and integrating new explicit knowledge]

• Internalisation – converts explicit into tacit knowledge and this occurs through experience and training, reflects learning, training and mentoring

knowledge conversion: tacit & explicit

Internalization [i&g&o]

•training•mentoring

tacit

Socialization [i&i]

•brainstorming•meeting

Combination [g&o]

• repositories• cop

tacit

tacit tacit

explicit

explicit

explicitexplicit

Externalization [ i&g]

• videotaping• knowledge map

Knowledge conversion: tacit & explicit- the bread maker example

individual +group + org

creation of the new product enriched MEGAT and the team's TK base

tacit

individual +individual

MEGAT training with the hotel’s baker

group + organisation

standardization of this K into a manual and embodying it in the product

Individual + group

sharing the TK with product development team

tacit

tacit tacit

explicit

explicit

explicitexplicit

conversion of knowledge + tech

conversion processfacilitating tools

and techniques

T to T S e-meetings, chat, video conferencing

T to E E sharing mental models, analyzing own understanding

E to E C text searching, document

categorization, capturing, collecting, sorting editing etc.

E to T I learning, training and mentoring

elements of knowledge management

• people - relate to culture, mindset, trust, insight, hunches

• process - activity such as research, recruitment, cataloging, indexing, verification

• technology - km portal, discovery tools, server, applications

• content – methodology..’organization’

knowledge management strategies

• sets forth criteria for choosing› what knowledge a firm plans to pursue› how firm will capture and share it

knowledge management strategies

• Generally determined through strategic audit› what sorts of knowledge are critical to support

business positioning› who needs to have what information?

› when do they need to know it?

knowledge management strategies..++

people•Job Description•Knowledge Sharing is Core Competency•Staff Performance Acknowledgment & Assessment•Networks/Communities of Practice

process•Programme Process•Annual Reports•SWAP, PRSP,•Lessons Learned•Project Reports•Trip Reports•PAD

technology•Document Management•Collaboration Tools•Connectivity•Calendar•Internet•ERP•Development Gateway•Internet Supermarket

KM

organisation•Methodology•Corporate Memory •Branding

knowledge management technologies….there is more

EXTRANETS

KACA

KnowledgeManagement

DATA WAREHOUSE

WEBCONFERENFING

DOCUMENTMANAGEMENT

WORK FLOW

DECSION S.SYSTEM

GROUPWARE

KNOWLEDGE REFINEMENT

INTRANETS

note> important

1

knowledge asset

human capital•Attitude•Competencies•Education•Knowledge•Skills•Customer•Brand

customers capital•Distribution Channels•Franchise Agreements•License Agreements•Loyalty

structural capital•Copyright•Corporate Culture•Design Rights•Financial Relations•IT Infrastructure•Management Processes•Service Marks•Trade Secrets•Trademarks

INTELLECTUAL CAPITAL

2

3

Q&A

ask now or forever hold your peace!