presentation on km

7/29/2019 Presentation on KM

1/33


2/33

Outline of the presentation Definition of Knowledge and Knowledge Management

Importance of KM


3/33

What is knowledge.

Knowledge is intangible,dynamic, and difficult to

measure, but without it no

organization can survive.
http://images.google.co.in/imgres?imgurl=http://www.indymedia.org.uk/images/2007/02/362717.png&imgrefurl=http://www.indymedia.org.uk/en/2007/02/362890.html&h=387&w=525&sz=208&hl=en&start=61&tbnid=fSABpT4F0TKSsM:&tbnh=97&tbnw=132&prev=/images%3Fq%3D%2BKNOWLEDGE%26start%3D60%26gbv%3D2%26ndsp%3D20%26svnum%3D10%26hl%3Den%26sa%3DN


4/33

Definition of Knowledge Knowledge is a fluid mix of framed experience, values,

contextual information and expert insight thatprovides a framework for evaluating and incorporatingnew experience and information.

It originates and is applied in the mind of knower's. Inorganisations, it often becomes embedded not only in

documents or repositories but also in organisationalroutines, process, practices,and norms".Tom Davenpoort and Laurence Prusak (1998)


5/33

Knowledge


6/33

Meaning of Knowledge


7/33

Types of Knowledge

Descriptive

Procedural

Reasoning

Linguistic Presentation

Assimilative


8/33

Types of knowledge

Tacit: or unarticulated

knowledge is more personal,experiential, context specific,

and hard to formalize; is

difficult to communicate or

share with others; and is

generally in the heads of

individuals and teams.

Explicit: explicit knowledgecan easily be written down

and codified.


9/33

Knowledge Management is making betterdecisions by understanding the knowledge

ingredients for decision making.

1


10/33

Knowledge Management is a process that helps organizationsidentify, select,organize,disseminate and transfer important

information and expertise that are a part of the organizationalmemory that typically resides within an organization in an

unstructured manner.

5


11/33

Goals and Objectives of Knowledge

Management

Goal KM as a process is to improve theorganizations ability to execute its core processes moreefficiently
http://www.masternewmedia.org/images/man_knowledge_id106289_size350o.jpghttp://images.google.co.in/imgres?imgurl=http://www.crocusbank.org/Objectives.jpg&imgrefurl=http://www.crocusbank.org/Index1En.htm&h=321&w=258&sz=12&hl=en&start=1&tbnid=pB_KTV-G_sTOEM:&tbnh=118&tbnw=95&prev=/images%3Fq%3Dobjectives%2B%26gbv%3D2%26svnum%3D10%26hl%3Den%26sa%3DG


12/33

Objectives of KM

Create knowledge

repository

Improve knowledge assets

Enhance the knowledge

environment

Manage knowledge

as an asset
http://images.google.co.in/imgres?imgurl=http://www.crocusbank.org/Objectives.jpg&imgrefurl=http://www.crocusbank.org/Index1En.htm&h=321&w=258&sz=12&hl=en&start=1&tbnid=pB_KTV-G_sTOEM:&tbnh=118&tbnw=95&prev=/images%3Fq%3Dobjectives%2B%26gbv%3D2%26svnum%3D10%26hl%3Den%26sa%3DG


13/33

Characteristics of KnowledgeExtraordinary leverage &

increasing returns Fragmentation, leakage & the

need to refresh Uncertain value

Uncertain value sharing


14/33


15/33

The Knowledge Management

Cycle


16/33

Need for KMFor several decades the world's best-known

forecasters of societal change have predicted the

emergence of a new economy in whichbrainpower, not machine power, is the critical

resource. But the future has already turned into

the present, and the era of knowledge has arrived.

--"The Learning Organization," Economist Intelligence Unit


17/33

The Knowledge Economy

The move from an industrially-based

economy to a knowledge or information-

based one in the 21st Century demands atop-notch knowledge management system to

secure a competitive edge and a capacity for

learning.


18/33

The Knowledge Economy

The knowledge economy rests on threepillars:

The role that knowledge plays in

transactions: it is what is being bought and

sold; both the raw materials and the finishedgoods

The concurrent rise in importance of

knowledge assets, which transform and addvalue to knowledge products

The emergence of ways to manage these

materials and assets, or KM


19/33

KM for India

World Competitiveness Report 2010 has ranked Indiaat 51 among 139 countries, 17th rank globally in termsof its financial markets, and 44th in businesssophistication and 39th in innovation, which clearly

indicates that India lags behind in terms ofcompetitiveness.

Competitiveness & innovation activities are expectedto need large amounts of new knowledge. Knowledge

is inextricably linked to core competence. Knowledgeplays a unique role in building and conserving corecompetences. (Prof. Shailja Dixit, SME word, Specialreports)


20/33

Importance of KM practicesCompetitive success will be based on how

strategically intellectual capital is managed

Capturing the knowledge residing in the minds ofemployees so that it can be easily shared across

the enterprise

Leveraging organizational knowledge is emergingas the solution to an increasingly fragmented and

globally-dispersed workplace


21/33

Importance of KM practices Globalization Proliferation of Information and Communications Technology

(ICT), Heightened level of competition. High level of uncertainty Inability to predict the future; what worked yesterday may or may

not work tomorrow (Singh and Soltani, 2010). The traditional factors of production land, labour and capital can

no longer guarantee sustainable competitive advantage.

The only source of sustainable competitive advantage is knowledgeand intellectual capital. Hence Knowledge management practices become vital.


22/33

Interdisciplinary nature of KM


23/33


24/33

Critical success factors for KM implementation (Kuan Yew Wong

and Elaine Aspinwall, 2005):

Management leadership and support

Culture

Information technology

Strategy and purpose

Measurement Organisational infrastructure

Processes and activities

Motivational aids Resources

Training and education

Human resource management

Bench Marking (Changiz Valmohammadi, 2010)


25/33

KM Processes (Singh and Soltani, 2010)

Creation Storage

Sharing and evaluation

Generation

Transfer

Application

SECI Cycle (Nonaka, 1995)

1. Socialisation (Tacit Tacit)2. Externalisation (Tacit - Explicit)

3. Combination (Explicit Explicit)

4. Internalisation ((Explicit Tacit)


26/33

knowledge capture


27/33

Five dimensions of KM

(APQC,1995) Used by Deepak Chawla and Himanshu Doshi in 2010

1. KM Process

2. Culture3. KM Technology

4. KM Measurement

5. Leadership


28/33


29/33

Benefits KM has been linked positively to financial

performance measures (Tanriverdi, 2005)

non-financial performance measures such as quality

(Mukherjee et al., 1998),

innovation (Francisco and Guadamillas, 2002),

and productivity (Lapre and Wassenhove, 2001).


30/33

KM Benefits at Individual level _ Helps people do their jobs and save time through

better decision making and

problem solving.

_ Builds a sense of community bonds within theorganization.

_ Helps people to keep up to date.

_ Provides challenges and opportunities to contribute.


31/33

At the group level _ Develops professional skills.

_ Promotes peer-to-peer mentoring.

_ Facilitates more effective networking andcollaboration.

_ Develops a professional code of ethics that memberscan follow.

_ Develops a common language.


32/33

For the organization _ Helps drive strategy.

_ Solves problems quickly.

_ Diffuses best practices. _ Improves knowledge embedded in products and

services.

_ Cross-fertilizes ideas and increases opportunities for

innovation. _ Enables organizations to stay ahead of the

competition better.

_ Builds organizational memory.


33/33

presentation on km

Documents