How To Manage A Rganizatin

Transcription

1 Knwledge Management Training Manual Crprate Training Materials

2 TABLE OF CONTENTS Mdule One: Getting Started... 4 Wrkshp Objectives... 4 Mdule Tw: Understanding Knwledge Management... 6 What is Knwledge... 6 What is Knwledge Management... 7 A Brief Histry... 7 Applicatins in the Wrkplace... 8 Mdule Three: Ds and Dn ts... 9 Data, Infrmatin, and Knwledge... 9 The Tacit Mde The Explicit Mde Identifying Cnversin Categries Mdule Fur: The Knwledge Management Life Cycle Understanding Episdes Acquisitin Knwledge Integratin Mdule Five: The New Knwledge Management Paradigm Paradigms f the Past The New Paradigm Implicatins and Applicatins The Knwledge Management Endgame Mdule Six: Knwledge Management Mdels... 20

3 The Nnaka and Takeuchi Mdel (SECI) Wiig Mdel Kakabadse Mdel Bist Mdel Mdule Seven: Building a Knwledge Management Ratinale Why Ratinale is Necessary Building a Business Case Finding Success Stries The Cmmditizatin /Custmizatin Mdel Mdule Eight: Custmizing Knwledge Management Definitins Cmpnents f a Knwledge Management Definitin Custmizing the Cmpnents Sample Definitins Creating a KMBOK Mdule Nine: Implementing Knwledge Management in Yur Organizatin Gathering Supprt Identifying Opprtunities fr Revenue Streams Key Knwledge Management Techniques A Map fr Success The N Budget Scenari Mdule Ten: Tips fr Success Abut the Chief Knwledge Officer Knwledge Management Skill Checklist The Knwledge Management Imperative The Hype Curve Barriers and Helpers t Success... 41

4 Mdule Eleven: Advance Tpics The Knwledge Management Maturity Mdel Absrptive Capacity Rustiness Prcess Mdel Types Mdule Twelve: Wrapping Up Wrds frm the Wise... 46

5 I hear, I frget. I see, I remember. I d, I understand. Cnfucius Mdule One: Getting Started Welcme t the Knwledge Management wrkshp. Tday s culture thrives n knwledge. It is evident in the items we buy r activities we invest time managing. Pssessing knwledge gives advantages in making the right decisin r strategy t implement. The Internet distributes knwledge at split secnd rates. Laptps and smart phnes bring knwledge t ur fingertips. As the ld adage says, knwledge is pwer. Organizatins have a wealth f knwledge accessible thrugh the peple they tuch internally, like emplyees, and externally, like custmers. Organizatins that allw knwledge t g unmanaged may be giving their cmpetitrs the upper hand in the market. The rganizatin that is able t capture, stre, and retrieve knwledge effectively is then capable f learning as an rganizatin. A learning rganizatin is ne where emplyees are empwered t change and develp new methds, thughts, and strategies that will advance the missin f their rganizatin. Knwledge Management is the establishment f a system that captures knwledge purpsefully fr incrprating int business strategies, plicies, and practices at all levels f the cmpany. This curse will teach the learner hw t initiate a knwledge management prgram at wrk. When it cmes t knwledge management, any rganizatin is able t implement a strategy. Wherever there are humans wrking tgether fr ne gal, there is knwledge t be harvested, stred, and dispensed as needed. Wrkshp Objectives Research has cnsistently demnstrated that when clear gals are assciated with learning, it ccurs mre easily and rapidly. This wrkshp is designed t help yu in the fllwing ways: Understand the basic cncept f knwledge management (KM) Identify the d s and dn ts f KM Identify the KM live cycle Identify the new KM paradigm Page 4

6 Identify the KM mdels Understand hw t build a KM ratinal fr yur cmpany Understand hw t custmize KM definitins Identify the steps t implementing KM in yur rganizatin Identify tips fr success Understand the advance tpics in KM Page 5

7 Knwledge is pwer. Sir Frances Bacn Mdule Tw: Understanding Knwledge Management The wrds knwledge and management are tw very brad cncepts when separated. When the tw wrds cme tgether, it speaks f a cncept that strives t rganize infrmatin in a way that prduces an advantage fr an rganizatin. While anyne wuld think that harnessing the knwledge f an rganizatin is a psitive thing t d, there are many wh d nt see the value f knwledge management. They may see this as a waste f time. This is true f many ther disciplines like prject management. Many see planning and assessing risk as time cnsuming. Therefre, they d nt supprt initiatives that bring this change. In all hnesty, change is the real issue. This curse will give yu the tls t present knwledge management t yur rganizatin in the mst psitive way in rder t gain the right supprt fr it t thrive in yur rganizatin. The mre infrmatin yu can share with yur rganizatin abut knwledge management the mre apt they are in accepting it. This mdule explains the principles, histry, and applicatin f knwledge management in the wrkplace. This will be the base n which we will build upn thrughut the entire wrkshp. What is Knwledge The wrd knwledge is ften cnfused fr infrmatin r data. The nline versin f the Merriam Webster dictinary defines knwledge as the fllwing: Fact r cnditin f knwing smething with familiarity gained thrugh experience r assciatin. Later in this wrkshp, there will be a discussin n what data and infrmatin is. Bth f these terms are a part f knwledge. Data is raw cntent, which by itself has n meaning r value. When data is gruped tgether, it becmes infrmatin. Fr example, getting a temperature reading f the climate utside n ne day is meaningless withut ther infrmatin t make a cmparisn. Once a database is created, it becmes infrmatin because cmparisns can be made. In terms f knwledge management, knwledge is infrmatin that is in cntext, prducing an actinable understanding. Page 6

8 Back t ur temperature scenari, when the temperature infrmatin is placed in cntext with say agriculture, then knwledge is created. Fr example, knwing that if temperatures fall belw a certain pint in January they tend t last fr abut a week. Orange farmers in Flrida must determine if they are ging t harvest early r take ther precautins like heating the rchard. The decisin will be based n hw lng ranges can withstand cld cnditins at a certain temperature. Organizatins and cmpanies hld and transfer data and infrmatin that can be placed int cntext allwing an actinable event r an understanding t ccur. What is Knwledge Management Knwledge management is a prgram r system designed t create, capture, share and leverage knwledge twards the success f the rganizatin. This is easier said than dne because instituting a knwledge management prgram requires many changes and supprt at all levels f the rganizatin. Furthermre, there are different frms f knwledge t cntend with and understand. Knwledge can be tacit r explicit, which requires different strategies t capture each type. Anther challenge is t distill the practice f knwledge management int ne neat cncept. This curse will prvide yu with the specific understanding yu need t take away a gd cnceptual framewrk f knwledge management. This way yu can cmmunicate and manage a knwledge management prject with the tls fr success. A Brief Histry The rigins f knwledge management can be traced back t the late 1970s. Everett Rgers and Thmas Allen s wrk in infrmatin transfer laid the fundatin t the cncept f hw knwledge is created, implemented, and integrated thrughut an rganizatin. In the 1980s, knwledge became a fcal pint t increasing the cmpetitive edge fr cmpanies. Peple like Senge and Sakaiya discussed the advantages f creating learning and knwledge based rganizatin. The primary bject during this time was imprving business in general. In the 1990s, knwledge management was intrduced int mainstream business management publicatins. Authrs like Tm Stewart, Ikujir Nnaka, and Hirtaka Takeuchi brught frmality t the managing f knwledge. In the mid 1990 s, the Internet became the channel where knwledge management expanded greatly. The histry f knwledge management has many prminent therists like Karl Wiig, Peter Drucker, and Paul Strassmann. Frm infrmatin technlgy t imprving hw an rganizatin learns, knwledge Page 7

9 management started in many areas f business. There is n ne surce f its histry. Nnetheless, knwledge management has a histry f prducing the kind f change businesses desire in terms f imprving the cmmunicatin f knwledge in rder t achieve successful utcmes. Tday, knwledge management has many applicatins and is useful in mst any discipline in an rganizatin. Applicatins in the Wrkplace Knwledge management can be applied t many areas f the rganizatin. Remember that knwledge management is nt nly string knwledge. The larger fcus is n sharing. With this in mind, applying knwledge management in the wrkplace is nearly unlimited. Areas that can benefit frm knwledge management are as fllws: Crprate gvernance Staff training Operatins Human resurces Marketing Infrmatin technlgy Research and develpment Applying knwledge management in any ne f these areas will lead t imprved cmmunicatin and respnsiveness t change. Here are sme ptential benefits t implementing knwledge management: Encurage innvatin by allwing ideas t flw thrughut the rganizatin Imprve custmer experience by becming mre efficient in service Increase prfits by capitalizing n pprtunities because f faster prduct t market time Increase retentin rate f emplyees because f recgnitin and reward fr their valuable knwledge input Reduce cst thrugh imprved internal efficiencies Page 8

10 The sft stuff is always harder than the hard stuff. Rger Enric Mdule Three: Ds and Dn ts There are many ways t implement knwledge management. The infrmatin available t yu may be verwhelming. Understanding the types f knwledge and places t acquire it will reduce errrs and increase efficiency in implementing yur knwledge management prject. In this mdule, yu will learn abut data, infrmatin, tacit and explicit mdes f knwledge, and categries where knwledge cnverges. Data, Infrmatin, and Knwledge Earlier when we discussed the definitin f knwledge, we learned that knwledge was cmpsed f data and infrmatin. Here is a brief summary f each cmpnent: Data is bits f cntent in either text r numerical frmat. By itself, data has n meaning. A finance cmpany culd cllect credit scres frm all their apprved applicatins. The individual credit scre des nt mean much by itself. Let see what infrmatin des. Infrmatin is data that is accumulated t allw cmparisn, gruping, and categrizing which enables the cntent viewer t determine what t d with the data grup. The credit scres cllected in the last example is accumulated and categrized int high, medium, and lw risk accrding t the credit scre number. Knwledge is taking the infrmatin and putting cntext arund it, making it actinable. If the finance cmpany is trying t meet a regulatin n hw many risky lans are permitted in the lan prtfli, they may calculate the percentage f high risk lan t the ttal lans n the bks. The results culd guide the cmpany n new strategies t reduce the number f risky lans r help them maximize the risk because the risky lans are mre prfitable. Page 9

11 Nw that yu have a basic idea f what data, infrmatin, and knwledge is, here is smething t avid. D nt try t categrize items int data, infrmatin, and knwledge. The cntext f the infrmatin is in the eye f the behlder. Trying t d this culd end yur prject early. Instead, fcus n the type f knwledge the cntent represents. The Tacit Mde Tacit knwledge is knwledge that is nt easily dcumented. It is transferred silently thrugh behavirs and experience. Here are sme examples f tacit knwledge: Knw hw Judgment Experience Insight Rules f thumb Skills Tacit knwledge is difficult t cmmunicate because it is very persnal and subjective. The knwledge resides deep within the persn wh hlds it. Tacit knwledge is influenced by beliefs, ideals, values, and mental mdes. This mde f knwledge is easily verlked because capturing it requires uncnventinal methds. These methds will be discussed in a later mdule. In the meantime, when planning yur knwledge management prject, remember that there is knwledge flating arund that is being transferred thrugh n the jb experience. The Explicit Mde Explicit knwledge is easier t recgnize and dcument. It is easily cmmunicated, written dwn, transferred, stred and retrieved. Explicit knwledge culd be the steps n hw t drive a car. The explicit knwledge is utlined in a manual and easily fllwed because f its structure. This is the mst cmmn frm f knwledge fund in mst rganizatins. Yu may find this infrmatin in the fllwing areas: Databases Manuals Page 10

12 Training cntent Hwever, having nly explicit knwledge is nt always desirable. Fr example, wuld yu feel cmfrtable with sme wh nly knew hw t drive a car by studying a manual as ppsed t smene wh has been driving fr 10 years? The chice is easy because there is value in the experience acquired in 10 years f driving experience. The experienced driver cannt explain all the details, but there is knwledge that the careful bserver may pick up. Understanding where these transfers f knwledge happen is essential t designing yur knwledge management system. Identifying Cnversin Categries Cnversin categries are areas where knwledge is cnverted r exchanged. The best way t think f these cnversin categries is using the tacit and explicit mdes fr bth the type f knwledge and the type f behavir. Here are sme examples: On the jb training allws peple t exchange tacit knwledge thrugh tacit behavirs because it is transferred frm ne individual t anther thrugh bservatin. In this situatin, nrms are reinfrced and new knwledge culd be created depending n the persn being trained. Anther categry is when smene expresses his r her ideas and thughts. This is still tacit knwledge but it is cupled with explicit behavir like talking abut it alud t thers. Explicit knwledge and explicit methds frm mre cmmn cnversin pints like databases, e mails, and manuals. Anther cnversin pint ccurs when smene takes explicit knwledge frm a database r manual and creates new knwledge that they internalize (tacit). Understanding cnversin categries enables yu t determine where these categries exist in yur rganizatin. Overlking cnversin categries culd lead t gaps in yur knwledge management system. Later, yu will learn hw t determine cnversin categries in mre detail by using a thrugh apprach invlving the end user. Page 11

13 A persn wh graduated yesterday and stps studying tday is uneducated tmrrw. Annymus Mdule Fur: The Knwledge Management Life Cycle Knwledge management is a cycle f identifying infrmatin that may r may nt be useful knwledge, frmatting it int usable knwledge, and integrating it int the rganizatin. This mdule will teach yu the basic phases in the knwledge management cycle. This infrmatin will help yu cmmunicate t thse in yur rganizatin the cmpnents f knwledge management in a way that makes sense, creating mre supprt fr yur prject. Understanding Episdes Episdes f knwledge transfer cme in many frms. Understanding that anytime a prblem is realized r a new venture n the hrizn, there is a gd pssibility that there is knwledge t capture. There are instances where episdes are planned. Here are sme examples: A new prduct is being develped and rlled ut Entering int a new market r territry Internal restructuring like a new divisin r enhancement f an existing department Implementing a new prgram like enterprise wide prject management prgram Building a new facility Mergers, new partnerships, and take ver f anther cmpany Change in leadership at the tp level like a new Chief Executive Officer Sme episdes may ccur unexpectedly. Fr example: A recall f a defective prduct Page 12

14 New gvernment regulatins Dramatic changes in the market Here are a few ideas yu can use t help deal with episdes whether planned r unplanned: What essential actins des the affected area have t take? What decisins peple in the affected area must make t cmplete their jb? What infrmatin is needed in rder t make thse decisins and cmplete their jb? Is it explicit? Maybe is stred in a database. Is it tacit? Des this infrmatin have t cme frm a persn? Acquisitin The acquiring stage seeks t btain infrmatin frm bth internal and external surces. It addresses tacit and explicit mdes f knwledge and invlves many techniques. Acquiring infrmatin r knwledge can be seen as tw categries: capturing and creating Capturing is acquiring infrmatin r knwledge that already exists and requires little adjustments t make it valuable t the rganizatin. It can be internal infrmatin that is flating arund the rganizatin r external infrmatin r knwledge frm utsides surces. Creatin is taking existing infrmatin r knwledge and cmbining it with ther internal knwledge r infrmatin t prduce new knwledge the rganizatin can deem actinable. There may be sme analyzing invlved t make the new knwledge actinable fr the rganizatin. Here is a brief list f tls and techniques that helps t acquire knwledge: Explicit infrmatin exists here and may be used in cmbinatin t frm new knwledge and may be internal r external Repsitries with dcument infrmatin Filing systems Tacit infrmatin exists between peple r experts and stred infrmatin and may be internal and external Experts sharing their ideas Databases with infrmatin Page 13

15 Internal tls fr knwledge creatin and capturing Interviewing emplyees Knwledge teams External tls fr infrmatin r knwledge capturing Data mining data warehuses External expert pinin (i.e. cnsultant) Once the knwledge is acquired, it must be rganized s it can be easily integrated int the rganizatin. Knwledge Remember that knwledge is infrmatin that is placed in cntext s that it becmes actinable. In rder fr this t happen, knwledge must be evaluated against the business gals and strategies. Knwledge that is deemed useful fr the rganizatin passes n thrugh t the next cycle and integrated. Evaluating infrmatin r knwledge requires cmparisn t the gals, visin, missin, and strategies f the rganizatin. Failing t align the knwledge t these business strategies culd render the knwledge management prgram ineffective. Here are sme areas t cnsider when evaluating knwledge: What is the nature f yur rganizatin Organizatin visin Organizatin gals Strategy t achieve gals Current business envirnment Industry Knwledge that is nt ready fr integratin may be stred fr later use. Here are sme ways t evaluate knwledge fr integratin: Knwledge cmmittees Knwledge frums Page 14

16 KM sftware Each f these tls wuld require representatin frm many areas f the rganizatin. The gal here is t deem acquired infrmatin r knwledge useful t the rganizatin. Nt all knwledge acquired must be integrated. If this were the gal, the knwledge management system wuld becme t burdensme and run the risk f nt being used. Integratin Integratin is making knwledge knwn. There are several general methds t getting knwledge ut thrughut the rganizatin. Here are several examples: Bradcasting: e mails, annuncements, newsletters, are sme examples f integrating knwledge by bradcasting Searching: databases, prtals, extranets, recrds, are examples f integrating knwledge by making it searchable Teaching: classrm, webinars, cmputer based training, are examples f hw training can help integrate knwledge thrughut the rganizatin Sharing: yellw page system, best practices system, cmmunity bards, are examples f hw sharing knwledge helps t integrate it thrughut yur rganizatin The exact designs and prcess will depend n hw yur culture s view f these tls and their place in the rganizatin. Other cnsideratins revlve n csts. Later in this wrkshp, we will get a chance t discuss mdest ways f implementing knwledge management in yur rganizatin. Nw that we have a better understanding f the knwledge management cycle, let us review past and present mdels. This will help yu determine if in fact, yu already have a knwledge management system in place, but it needs a little updating. Page 15

17 The single greatest challenge facing mangers in the develped cuntries f the wrld is t raise the prductivity f knwledge and service wrks. Peter F. Drucker Mdule Five: The New Knwledge Management Paradigm With the advent f infrmatin technlgy, knwledge management has evlved int a technlgical based prgram. Understanding what knwledge management is tday requires review f what it was in the past. What and hw it is applied is the verall gal f knwledge management. Understanding these cncepts will allw yu t understand the principles behind tday s knwledge management mdel. This in turn, will allw yu t be mre knwledgeable abut the prgram yu are abut t intrduce t yur rganizatin and recgnize if yu already have a knwledge management system in place but is utdated. Paradigms f the Past Knwledge management des have a past and there are mdels ut there that rely n knwledge cllectin and strage as the design fr a knwledge management system. What resulted frm this strategy is usually a query database that emplyees used t search fr knwledge. This apprach had drawbacks. Here are sme: High maintenance f knwledge, because all knwledge was put int the system Stred knwledge became utdated Emplyees did nt use the system because it was t vast It was a g t system It was a static system High cst in labr and hardware maintenance Knwledge usually inputted by ne persn r team Only gd fr explicit knwledge Page 16

18 After a while, rganizatins did nt see value in these types f knwledge management systems. Research an ld style knwledge management system that was previusly used. Get lessns learned frm thse wh were invlved and incrprate this infrmatin in yur newer knwledge management system prpsal. The New Paradigm The new paradigm fr knwledge management is vastly different frm the past. Instead f fcusing n data strage and retrieval, the fcus is n cnnectins and netwrks invlving emplyees. There is strage, but this wuld be mre fr sharing dcuments and reference materials. Strage wuld nt be the end all beall system fr knwledge management. management: Here are sme characteristics invlving the new mdel f knwledge Fcus n netwrking technlgy Learning envirnment fstered Knwledge pushed ut instead f stred Infrmatin is evaluated befre integrating Gd fr bth explicit and tacit knwledge Emplyees can cntribute t the knwledge management system Ntice the emphasis n cnnectins being made instead f a hub fr knwledge. This system des have its benefits. Here are sme: Real time knwledge available Mre tacit knwledge captured Emplyees are cnstantly learning Organizatinal culture mre pen Knwledge is free flwing and dynamic The new paradigm takes advantage f new technlgies like sharing prgrams, prtals, intranets, etc. Of curse, n system is perfect and the next lessn will discuss the implicatins f establishing a knwledge management system. Page 17

19 Implicatins and Applicatins As yu cntemplate the intrductin f knwledge management t yur rganizatin, yu shuld cnsider the implicatins that applying knwledge management brings. If yur rganizatin is nt used t sharing infrmatin and learning, this culd becme an bstacle t yur knwledge management prject. Here are sme questins t think abut when dealing with yur culture: What value des yur culture places n cmmunicatin? What sils exist in yur culture that culd be a ptential radblck t yur KM prject? What level f supprt des upper management give t this initiative? What value des yur rganizatin place n knwledge? Hw well des yur rganizatin respnd t change? What value des yur rganizatin place n learning? Cnsidering these questins will help yu determine hw pen yur rganizatinal culture is t implementing a knwledge management prgram. Anther cnsideratin is the effect f technlgy n the rganizatin. The new prgrams and cmmunicatin tls present sme issues t address in yur prject plan. It is nt wise t make yur knwledge management prject a technlgy prject. Finally, yu als have t cnsider wh will be the agents fr champining and managing the knwledge management prgram as it develps within yur rganizatin. Wh will d what? Chsing the wrng peple culd dm yur prject because f assciatin with the wrng peple. Think glbally. If yu are nt a prject manager, yu shuld cnsider having ne n yur prject. They are trained t watch fr these types f risks. The Knwledge Management Endgame Page 18 The mst imprtant message yu shuld cnvey abut knwledge management is what it will d fr the rganizatin. Simply suggesting knwledge management n its wn merits will nt gain the supprt yu need. Yu must remember that knwledge management invlves the entire rganizatin and the benefits shuld span the entire rganizatin. Therefre, yu shuld clearly cmmunicate the knwledge management end game. Yur knwledge management prject shuld address ne r mre f the fllwing areas t help grund it t a mre cmmn business strategy:

20 Change management Best practices Risk management Benchmarking Increasing efficiency Increased quality Placing knwledge management mre n the back burner then the frnt will take the fcus ff the knwledge management prject itself and place it n the business strategies that get the interest f managers, creating mre supprt fr yur prject. The gal f knwledge management is t cnnect emplyees t ne anther in an effrt t facilitate knwledge in a way that prmtes learning and new knwledge that will help the rganizatin gain a cmpetitive advantage thrugh increased efficiency, quality, and innvatin. Clearly cmmunicating this t yur stakehlders will create a slid fundatin fr supprt and grwth f yur knwledge management prject. In the next mdule, yu will get sme mre backgrund knwledge n the varius types f knwledge management principles, which will increase yur vcabulary and credibility in this discipline. Page 19

21 Imaginatin is mre imprtant than knwledge. Albert Einstein Mdule Six: Knwledge Management Mdels knwledge and ability t share it. We are delving int the rigins and cre principles f knwledge management in this mdule. There are mdels that have influenced knwledge management greatly ver the years and these are wrth understanding. Again, by having mre backgrund infrmatin n the principles f knwledge management, yu will be able t influence thse in yur rganizatin that may nt knw f the rigins and the extent f the histry in this discipline. Many times, prjects are dmed when the stakehlders d nt understand the prduct. Lack f infrmatin when attempting t create change will typically create resistance t the change. Let us increase yur The Nnaka and Takeuchi Mdel (SECI) Ikujir Nnaka and Hirtaka Takeuchi mdel f knwledge creatin describes a spiraling prcess f tacit knwledge and explicit knwledge. They give an illustratin f hw knwledge is cnverted thrugh fur patterns. Here are the fur patterns: 1. Scializatin: tacit knwledge transfers thrugh individual interactin (tacit). The interactin des nt have t invlve language. It can be bserved. Capturing this type f knwledge invlves direct interactin with emplyees. 2. Externalizatin: the first part f this pattern, invlves tacit knwledge, which is made explicit because f the expressin f the knwledge thrugh ideas, images, wrds, cncepts, and visuals t thers. The secnd part is the translatin f the knwledge int understandable frmats. 3. Cmbinatin: takes explicit knwledge and is cmmunicated systematically (explicit). There are three basic phases t this pattern: Capturing knwledge frm inside and utside the rganizatin and internalizing it Disseminating the explicit knwledge thrugh netwrks and systems Prcessing the explicit knwledge int a mre usable frmat like dcuments, plans, and reprts Page 20

22 4. Internalizatin: is the individual taking explicit knwledge and internalizing it t becme tacit knwledge nce again. The SECI mdel basically takes individual tacit knwledge and evlves it int explicit knwledge thrugh the fur patterns until it then finally reaches the individual again, changing the explicit knwledge back t tacit when the individual learns frm it. Wiig Mdel Karl Wiig fcused n six strategies t rganizatinal knwledge management prcess. 1. Knwledge management as a business strategy: this places knwledge management as a strategy that spans the entire rganizatin 2. Managing intellectual assets strategy: this is a fcus n the existing knwledge that is present within the rganizatin and utilizing them r enhancing them fully 3. Persnal knwledge asset respnsibility strategy: this is a strategy that supprt emplyees t develp their skills and knwledge, sharing it with thers 4. Knwledge creatin strategy: fcuses n creating new knwledge thrugh research and develpment fr shaping the future f the rganizatin 5. Knwledge transfer strategy: this is sharing and transferring best practices in supprt f imprving quality and efficiency thrughut the rganizatin 6. Custmer fcused knwledge strategy: this strategy fcuses n understanding custmer needs and prvide prducts and services that address thse needs The Wiig mdel is highly favred because it des address the rganizatin as a whle and includes business areas that are cmmnly fund in mst rganizatins. Page 21

23 Kakabadse Mdel Kakabadse identified five mdels fr knwledge management. 1. Philsphy based mdel: fcuses n the rganizatin s view r philsphy f knwledge. A cmpany that fcuses n the imprtance f knwledge shuld ask the fllwing questins. What d we nt knw that we knw? What d we knw that we dn t knw? 2. Cgnitive mdel: makes knwledge an asset and it shuld be managed and accunted as a part f nrmal business. 3. Netwrk mdel: here knwledge is seen as requiring cllabratin thrugh netwrks, allwing teams t use the knwledge fr the betterment f the rganizatin. 4. Cmmunity f practice mdel: takes knwledge and cmmunicates it in a mre relaxed and cmmunal envirnment utilizing strytelling r metaphrs as the channel. It is meant t breakdwn cmplex knwledge int a simple frmat. 5. Quantum mdel: it psitins knwledge as scenari driven instead f fact driven. This mdel makes knwledge dynamic and adjustable t the scenari instead f referring t the knwledge as a static fact, leaving little rm fr innvatin. Bist Mdel Bist describes a knwledge management mdel that is three dimensinal. His Infrmatin Space r I Space philsphy describes three axes. 1. Uncdified t cdified 2. Cncrete t abstract 3. Undiffused t diffused Bist then describes a Scial Learning Cycle that wrks within the I Space mdel. This prcess flws thrugh six phases: 1. Scanning invlves knwledge btained frm the envirnment, which is uncdified. 2. Cdificatin knwledge is given structure thrugh prblems being slved with that knwledge. 3. Abstractin is when new and cdified knwledge is applied t a wide range f scenaris, making this knwledge mre abstract in nature. Page 22

24 4. Diffusin is when knwledge is shared with the ppulatin. 5. Absrptin is when the knwledge is applied t many scenaris, which prduces new individual learning, which becmes uncdified because it returns t tacit knwledge. 6. Impacting is when the abstract knwledge is integrated int rganizatinal practices as rules, plicies, and prcedures. By nw, yu may feel a bit verwhelmed by this infrmatin. Remember this infrmatin was presented s yu can have a base knwledge f several f the principles that cntributed t knwledge management, as we knw it tday. D nt wrry abut getting all the details. Page 23

25 Cmpanies have a hard time distinguishing between the cst f paying peple and the value f investing in them. Thmas A. Stewart Mdule Seven: Building a Knwledge Management Ratinale All prjects must a have a reasn fr its existence. Implementing a knwledge management prgram is n different. A gd ratinale fr implementing knwledge management will help influence thse that cntrl budgets t see the value f sinking funds int yur prject. This mdule will help yu develp a slid ratinal fr implementing knwledge management in yur rganizatin, by building a business case, sharing success stries, and making the knwledge in yur rganizatin valuable by making it a cmmdity. Why Ratinale is Necessary Simply saying the rganizatin needs knwledge management is nt ging t get yu the supprt yu need t implement this prject. Yu need a ratinale r reasn fr implementing knwledge management. Anther mistake yu want t avid is fcusing nly n the return n investment fr implementing knwledge management. There are mre interesting reasns t implement knwledge management and yu will need t pint that ut. Belw are sme reasns t implement knwledge management. Hwever, yu will have t evaluate each t determine if this will be seen as a viable reasn t implement: Creating a culture that shares knwledge Using knwledge management t enhance yur custmers experience Creating a learning envirnment Imprve cmpany perfrmance Help t reslve an identified gap in the business Page 24

26 These are just a few reasns. The idea is t take the attentin ff knwledge management and placing n a business need r driver. This will get the attentin f tp management and maybe pen the dr t a prject spnsr frm that level, which is a gd thing. Develping yur ratinale may be the mst imprtant part f yur prpsal. Take the time t research and determine what yur cmpany values. Building a Business Case Building a business case ges beynd the ratinale we discussed earlier. A business case utlines the business reasns that justify implementing knwledge management. The business case utlines the benefits f implementing the prgram and the ptential cnsequences f nt using knwledge management. This des nt have t be cmplicated. In fact, we have three basic steps yu can use t make yur business case. Make knwledge an asset t the rganizatin. There is a cst t knwledge. If yu are able t pint ut that fact t the rganizatin, they may realize that they may be lsing knwledge. Here are sme areas t discuss in yur business case: Market value: place a value certain knwledge assets like databases, netwrks, team f experts. Prvide sme benchmarking numbers t demnstrate the value. Cst: put a cst figure n hw much it takes t train a new emplyee r what it tk t develp a current asset like yur rganizatin s intranet. Replacement: d a what if scenari f lst knwledge and the cst t replace it. Liability: shw ptential liability due t regulatin r cntract vilatin because f prly managed knwledge. Make knwledge management a benefit t the bttm line. Discuss hw knwledge management can increase prductivity, time t market fr new prducts, and custmer service. Here are specific areas yu can emphasize: Knwledge: having infrmatin at the emplyee s fingertips gives them access t expert infrmatin, allwing them t take actin quicker. Intermediate: discuss reductin in duplicate f effrts and faster new hire adaptatin. Organizatinal: shw the cst reductin, increased prductivity, and ptential in innvatins. Page 25

27 Custmer and stakehlders: discuss prduct imprvements, better quality service, and increased value. Demnstrate knwledge management as a cst effective tl. This is best fr rganizatins that are cst cnscius. Yu fcus here is n saving mney thrugh knwledge management by sharing best practices and fcusing activities that bring in the mst revenue. Finding Success Stries Incrprating success stries int yur knwledge management case will help t demnstrate the value thrugh an bjective surce. Yu will have t perfrm sme research and find credible surces that demnstrate success when implementing knwledge management. Avid presenting yur entire research wrk. Instead prvide and executive summary with bullet pints. Here are sme areas where yu can find research n knwledge management successes: Research the web fr white papers r reprts Obtain an industry jurnal r magazine G t the library and read bks n knwledge management Here are tw cmpanies that have successful knwledge management prgrams yu may want t research: Hewlett Packard British Petrleum (BP) The Cmmditizatin /Custmizatin Mdel Knwledge management is nt a ne size fits all prgram. Yur rganizatin des nt want t be pitched a bland and generic knwledge management prgram. If yu want cmmitment t this prgram, yu will have t custmize the prgram. A visin f what this prgram will lk like nce it is implemented will get yu mre supprt fr this prject. Presenting a generic prgram will be subject t criticism and may be rejected. Here are is an easy way t begin custmizing yur prject. Determine what yur area f cncentratin is. Yu can cnsider tw general areas: D yu want t cnnect peple? Page 26

28 D yu want t dcument knwledge? The type f wrk and level f cllabratin needed will help yu determine which area yu want t wrk with. Here are sme factrs t wanting t cnnect peple: Wrk perfrmed is cmplex and requires expert judgment r interpretatin Wrk requires a high level f interdependence Knwledge is largely tacit Here are sme factrs t wanting t dcument knwledge: Wrk perfrmed is rutine Wrk is perfrmed with little r n interdependency Knwledge is mstly explicit Once yu determine the area f cncentratin, yu are able t define what the system will lk like. If it is cnnecting peple, yu visin will be netwrks, and prgrams that supprt this strategy. If it is dcumenting knwledge, then yur visin will utline databases and retrieval systems. The mre detailed yu are, the mre this becmes custmized. The gal is t make knwledge management a cmmdity within yur rganizatin, creating a desire t wn it. Page 27

29 There is less t fear frm utside then frm inside inefficiency, miscalculatin, lack f knwledge Annymus Mdule Eight: Custmizing Knwledge Management Definitins At this pint, yu want t custmize what knwledge management will lk like within yur rganizatin. This is imprtant because yur prject stakehlders wuld like t knw what yu are attempting t achieve. Withut a clear definitin f what knwledge management will be in yur rganizatin, yu may lse supprt fr yur prject. In this mdule, yu will learn hw t define yur knwledge management prject by identifying the cmpnents, custmizing them t suit yur rganizatin in a bdy f knwledge. Cmpnents f a Knwledge Management Definitin Having a gd fundatin in prject management will help yu t define yur prject and cmmunicate clearly t stakehlders. If yu d nt pssess prject management skills, yu may want t get smene that des n yur team. Remember that implementing knwledge management has t be a team effrt in rder fr it t permeate thrughut yur rganizatin. fllwing items: Defining yur knwledge management prgram invlves discussin arund the Prvide a cncise descriptin f deliverables, tasks, r actin items. This shuld explain any new systems, prcesses, plicies, and specificatins f results yu are planning t achieve. The mre detail the better. Each deliverable shuld have an wner respnsible fr cmpleting the task alng with a prpsed date f cmpletin. In yur definitin, yu shuld include the benefits t implementing knwledge management. This was discussed earlier this wrkshp. This is prbably the best place t put this infrmatin since this dcument will be the ne used t gain apprval fr yur prject. Develp a list f bjectives. Remember t link the bjective t business drivers and rganizatinal needs. Avid making knwledge management itself as the main bjective. Tie it t perfrmance, rganizatinal efficiency, etc. Page 28

30 Define what kind f supprt is needed frm the rganizatin. Yu will need supprt frm ther departments like IT, training, and marketing. Make sure yu speak with thse areas first t ensure they are n bard befre yu list them as a supprt grup. Remember supprt means that they are willing t lend yu resurces frm their area t help with yur prject. Discuss changes t any business prcesses. Then yu shuld list new prcesses r areas that will be created because f implementing knwledge management. Perhaps yu are prpsing a new psitin that manages knwledge management like a Chief Knwledge Officer (CKO). Define that rle here as a part f the ttal knwledge management definitin. Prvide a timeline f events that maps the prgress f this prject. Yu can fcus n milestnes instead f the details. Defining yur knwledge management prgram will give yur management team smething t reference, making it easier fr them t render a decisin. Yur gal is t win them ver t knwledge management. Clear definitin will help yu achieve this. Custmizing the Cmpnents In rder t custmize yur knwledge management prgram t fit the rganizatin, yu will have t invlve the rganizatin. Yu culd spend mnths putting a prgram tgether nly t find ut that the emplyees d nt like the system. Custmizing will invlve a few crucial steps. At first, these steps may seem like a lt f truble t perfrm, but in the end, it will reap rewards that will benefit yur knwledge management prject. Here are sme steps yu can take t custmize yur prgram: Invlve the emplyees r users f the knwledge management system. Hld fcus grups, surveys, and ne n ne meetings t gather infrmatin n system expectatins, desired features, type f knwledge they value, and ptential drawbacks t yur plans. All f this planning and preparatin shuld help t avid cstly mistakes. Invlve management in yur custmizatin prcess. Get valuable insight t strategic gals. Have them pke hles in yur plan. Allwing them t give input and advice will make them part wner f this prgram, allwing yu t get mre details that will help yu tailr yur knwledge management prgram t the rganizatin. When in the prcess f custmizing yur prgram, remember t remain bjective and pen t feedback. If peple start t get the feeling that yu are sensitive t feedback, they may avid giving yu feedback. Page 29

31 Finally, remember t take int accunt yur rganizatinal culture. If they are nt used t being pen t sharing infrmatin, yu may have t cme up with a mre subtle apprach t sharing infrmatin. Always keep in mind what the culture values and incrprate that smehw. Take the time t d research n this tpic. This class gives yu the basics s yu can have a better understanding f the knwledge management cncept. Use the web, read bks r research cmpanies that use knwledge management. When yu d yur hmewrk, yu will expand hw yu can custmize knwledge management t meet yur rganizatin s needs. Sample Definitins Take a mment t review the sample definitin. Of curse, this is nly a sample. Yu can custmize the lk and feel t cater t yur rganizatin. Fcus n the elements f the definitin ther than the frmat. Remember that there is n nesize fits all apprach. Creating a KMBOK A knwledge management bdy f knwledge r KMBOK is an enterprise wide prgram that captures all knwledge within the rganizatin. The actual knwledge management system versees all majr areas f knwledge within the rganizatin. There are three majr areas in develping a KMBOK. Prject management is hw the rganizatin manages the temprary activities within the rganizatin. Many cmpanies use a well knwn bdy f knwledge fr this discipline published by the Prject Management Institutin aptly names the Prject Management Bdy f Knwledge r PMBOK. Leadership and managerial knwledge is hw the management in an rganizatin perates. This invlves their strategic leadership skills, managerial skills, their rles within the rganizatin, and their functins. Organizatinal structure knwledge invlves all the systems and prcesses that define the cmpany. Organizatinal factrs like the culture, the peple, and the prcesses and the way the rganizatin handles challenges make up this area f knwledge. Remember that abve these three brad categries exists yur knwledge management prgram, which threads all f this knwledge int a netwrk fr sharing acrss the rganizatin. Creating the KMBOK is nt a requirement t implementing knwledge management. Hwever, as yur knwledge prgram matures, yu may want t develp a KMBOK s the rganizatin has an understanding f what all is invlved in the daily peratins as it relates t knwledge. Page 30

32 Peple dn t resist change. They resist being changed! Peter M. Senge Mdule Nine: Implementing Knwledge Management in Yur Organizatin Nw yu are ready t put tgether yur prject plan. Like in any ther prject, there is a level f supprt bth plitically and financially. The mre rganized and detailed yur plan is, the mre yur chances f supprt increases. Management rarely supprts prly planned prjects, especially in tight budget situatins. In this mdule, yu will learn hw t gather supprt, find funding fr yur prject, map a plan, and implement yur prject in the case where there is n budget available fr yur prject. Gathering Supprt In all hnesty, it is best t gain supprt frm a senir level r executive manager. Yu may be able t begin a grassrts campaign fr yur knwledge management prject, but withut the right level f supprt frm senir management, yu may find yurself fighting an uphill battle. Here are sme advantages t gaining senirlevel supprt. Yu are in a better psitin t get funding fr yur prject. Usually senir management apprves prject budgets and the resurces dedicated t them. Yu gain valuable insight t the wrld f senir management. Yu may learn hw t cmmunicate at a strategic level. Remember that yur knwledge management prject is fr the entire rganizatin. Having a narrw scpe culd lead t missed pprtunities fr mre supprt. A senir manager gives mre credibility t yur prject and a vice at the higher levels f the rganizatin. Getting a senir level manager t spnsr yur prject is nt always easy t d. Yu have t pitch yur prject t the senirs and hpe that ne expresses interest. Even when this happens, yu will have t Page 31

33 cultivate the relatinship. They may nt want t mve that fast. They have t think abut ther imprtant issues. Adding ne mre may nt be a desired utcme f their relatinship with yu. Anther way t build supprt fr yur prject is t invite thse t yur prject team wh may have differing pinins than yu d. D nt be discuraged by thse wh d nt always agree with yu. Having everyne n the prject team think like yu may lead t slw develpment f the prgram. When there is healthy debate, innvative ideas emerge, shaping yur prject. If yu welcme diversity and maintain a fcus n invlving smene frm the senir management level, yu will begin t build the supprt yu need t implement knwledge management in yur rganizatin. Identifying Opprtunities fr Revenue Streams The best chances f getting funding fr yur prjects rely heavily n hw well yu present the budget. Once again, gd prject management and budgeting skills will help, and if yu d nt have the skills t build a budget, get help frm smene wh knws. Next, yu want t determine what type f rganizatin yu have. If yur rganizatin is centralized, meaning there is a strng gverning bdy ver all the departments, and then yu will want t apprach that team t ask fr funds. If yur rganizatin is de centralized, meaning there is weak gverning bdy, and the departments are autnmus, yu may want t find a department that is pen t funding yur prject. Fr instance, IT, HR r R&D are gd departments t ask fr help. Becme familiar with hw yur rganizatin handles budgeting. Sme cmpanies d budgets nce a year and that is it until next year. Yu will have t time yur prject fr this event. Other have mre flexible budgets and yu may tap int sme reserves, but yu must gain the supprt frm smene in senir leadership s they can get yu access t thse funds. Yur verall budget apprach shuld ffer varius pricing pints. Presenting ne big budget makes it easier t say n. Instead, ffer varius scenaris with different cst structures. When yu ffer a variety f cst ptins, senir management may be mre incline t apprve ne f yur prpsals. Try nt t lw ball yur budget either just t get it apprved. Underfunding culd lead t prject failure. Cnsider all the cst invlved with launching a knwledge management prject. Here are sme items t think abut, which yu may need t include in yur budget: Onging develpment f prject team Training and learning csts Memberships t knwledge management rganizatins Page 32

34 Cnsultant csts Funds t use t keep the prject team s mrale ging Knwledge management culd be a cstly venture, but if yu present a detailed budget with varius pricing pints and present that t the right grup and the right time yu may get the funding yu need t implement yu prject. Key Knwledge Management Techniques There are many knwledge management techniques. We are ging t learn a few accrding t each f the majr phases f the knwledge management cycle. First, the phases t knwledge management are as fllws: Knwledge creatin Knwledge capturing Knwledge cdificatin Knwledge integratins and sharing Here are sme techniques fr each f the phases mentined: Creatin Team dedicated t cmbining new knwledge with existing knwledge t create updated knwledge fr sharing Jb analysis where a jb is brken dwn int the details and knwledge is created by studying task and task rder Capturing Tacit knwledge Expert evaluatin Interviewing Explicit knwledge Observatin Brainstrming Cncept mapping Page 33

35 Cdificatin: remember that cdificatin is cnverting tacit knwledge int explicit knwledge. Explicit knwledge is cdified by rganizing it, categrizing it, and indexed. Knwledge maps Decisin table Decisin tree Integratin and sharing Prtals Cllabratin Cntent manager E wrld Intranet Extranet Grupware E business Supply chain management Custmer relatinship management Learning Traditinal Web based There is an array f tls t use when practicing knwledge management. Researching best practices with rganizatins with a similar structure t yur rganizatin is helpful in develping yur plan. There are als packaged prgrams that ffer a suite f slutins that can meet many f these needs. Leveraging yur IT department is als a gd thing t d especially with the selectin f prgrams fr yur knwledge management system. They will give yu details n hw the prgram integrates with the cmpany s system. In additin, yu will want t identify wh will maintain such systems. Many prgrams are installed by IT, but managed by users thrughut the rganizatin. Page 34

36 A Map fr Success Here is a map fr successful rllut f yur knwledge management prject. Visin Creating a visin f what the rganizatin will lk like with a knwledge management system will have yur leaders and users see the future and the need t invest in such a prgram. Describe t them what this will lk like when it is dne. Timeline Make sure yu plan accurate and realistic timelines. A decent knwledge management prgram takes years t develp. Making this a quick fix prject will nt get yu the seriusness yu need frm yur stakehlders. Use milestnes t cmmunicate yur timeline. Strng leadership Knw that yu will be challenged, face ppsitin t change, and will have t wrk arund it. Strategy Use a small apprach. Implement small prject instead f ne large ne. Internal marketing Develp a shared definitin f knwledge management. Get with thse wh have influence and hld discussins. Try t avid telling them what it is. Get their input and incrprate it int the message. Develp a quick 30 secnd ad fr yur prject. Think f creative ways t discuss knwledge management withut verbearing everyne with diagrams and charts. Avid these tls. Instead, develp a clear, crisp pitch that describes the visin. Get yur marketing department invlved. Page 35

37 Fcus n business results Tie what knwledge management will d fr the business Multiple pricing pints Develp different budget csts Develpment f a prttype and run a test pilt Start small and develp a prttype and hld pilt test befre full rllut The N Budget Scenari If yu run int a n budget situatin with yur prject, there is still sme frugal ways t implement a knwledge management prgram. It may nt be fancy, but it gets the ball rlling until there is a budget. Here are sme things yu can use t help yu manage knwledge First, take inventry f any tls that currently exist that yu can leverage and make feasible with slight adjustments. See if yu have the fllwing: E mail Intranet Web prtal Electrnic cnferencing tls Databases Chat capabilities Secnd, get with yur IT department and see if yu can make sme mdificatins t any f the tls mentined abve. Create an e mail grup Create an internal intranet page Create sme type f cllabrative site n using the web prtal Netwrk using existing cnferencing tls Use the existing database technlgy t create a separate database (ex. Micrsft Access) Page 36

38 The nly expense yu may incur is labr. If yu rganizatin desires knwledge management, but des nt have the mnetary resurces t supprt it, negtiate resurces that culd help make enhancements t existing prgrams and systems. Yu may need t develp guidelines and plicies s this can be trained t staff. Page 37

39 A manager is respnsible fr the applicatin f knwledge Peter F. Drucker Mdule Ten: Tips fr Success Yu need all the help yu can get when trying t create a change as great as the ne invlved with implementing knwledge management within yur rganizatin. Items that help t increase success may include a persn in charge f knwledge management at yu rganizatin. This is just ne example. In this mdule, yu will learn the tips t successful implementatin f knwledge management at the wrkplace. Abut the Chief Knwledge Officer Giving smene a fulltime jb in knwledge management is a definite advantage. If yur cmpany is serius abut knwledge management, they may like the idea f a Chief Knwledge Officer (CKO). CKOs will keep knwledge management in the frefrnt f the business. They are in tuch with the business strategies n a day tday basis. The rle f a CKO in the industry is nt clearly defined s their rle may change frm cmpany t cmpany. The rle f a CKO can be temprary until the knwledge management is fully in place. Remember that this culd take several years t achieve. Their rle may be permanent and versee areas like learning and educatin. If the rganizatin decides t hire frm the utside, the new CKO will have the knwledge abut systems, but will nt have the cultural understanding, increasing implementatin time f the knwledge management prject. Internal prmtins t CKO address the cultural aspect and can explit established cnnectins with senir management. On the ther hand, being internal culd leave the CKO blinded by culture and unable t see their faults. Hiring an external resurce and pairing them with an internal emplyee culd reslve this prblem and mve the prject frward. Of curse, they wuld have t get alng well. Page 38

40 Here is a quick list f what a CKO des: Identify gaps Benchmark perfrmance standards Integrate need thrughut the rganizatin Manage resurces frm varius areas within rganizatin Develp strategies Build supprt Cllabrate Leverage strengths within the current culture Create sharing and learning envirnment Practice change management Demnstrate results Recgnize and champin success Knwledge Management Skill Checklist Here is a brief list f skill needed t manage a knwledge management prject. Must have a passin fr knwledge management Must be able t cnstantly share the message f knwledge management Must have an entrepreneurial spirit and wn the prgram Self starter Risk taking Create new capabilities Change the way peple think Change the way peple wrk Page 39

41 Must be able t persuade Excellent written and verbal skills Must be IT savvy These skills apply t whever is leading the knwledge management prject. These skills are critical t the success f the prject. The Knwledge Management Imperative Presenting a plan r strategy withut any energy r reasn fr change may get yur prject n the stve but n the backburner. There must be a healthy level f urgency t getting this prject underway. Here are a cuple f steps yu can take t create a burning platfrm. Get yur stakehlders t a healthy level f survival anxiety. Avid ver dramatizing the pint as yu may raise skepticism. Present infrmatin and facts that pint t a chice that has t be made. Let them cme t their wn cnclusin. Here is an example: If we cntinue n this path we will lse X amunt f dllars. Make knwledge management the chice fr a slutin. Here is an example: If we g with knwledge management, we will increase prfits by X percent. In any case, the burning platfrm frmula is this: Present the realistic dilemma Prvide facts and figures Present the chices Pause and let them think it abut it Be prepared t answer questins Page 40

42 The Hype Curve The hype cycle cnsists f five phases. Trigger phase is when smething new is intrduced, it creates a buzz, and there is a high level f interest in the item. Peak f expectatins is when the hype is build up t the pint where the emplyees will start generating unrealistic expectatins. Trugh f disillusinment is when the emplyees are disappinted because the item did nt meet their inflated expectatins. Slpe f enlightenment is when emplyees experiment with the item and understand the benefits and practicality f the item. Plateau f prductivity is when the benefits f the item are generally accepted. The item stabilizes and is ready fr enhancements and evlutin. Understanding these phases will help t manage the unrealistic peaks and the depths f the trugh. Here are sme things t think f when marketing yur knwledge management prject. Avid sensatinalizing it r making big prmises yu cannt keep. Set expectatins ahead f time. Let them knw this will be a wrk in prgress and will take time t perfect. Cmmunicate ften and cllect feedback. Publish the benefits t help push the emplyees t the plateau phase Barriers and Helpers t Success The biggest challenge yu will face is the culture. If yur culture is pen t change and embrace learning and sharing this will help yu mve yur prject alng. On the ther hand, if yur culture is clsed and resistant t change, yu will find it challenging t implement yur prject. Here are sme things t cnsider as yu navigate yur culture and change: Organizatinal culture is tacit and deeply rted Culture is nt easily changed Culture is cmplex and difficult t define Analyze yur culture and determine the tlerance fr change Page 41

43 Defining knwledge management culd be a challenge in certain cultures Here are sme ways t vercme thse barriers and achieve success. Learn t understand yur culture and wrk within it Review the rganizatin s histry frm a member s pint f view Listen t the stries tld within the rganizatin. This will give yu a sense f what the culture tends t assume Apprach middle management. They are the gate t the general emplyee ppulatin Create a reward system fr knwledge management Champin success stries thrughut the rganizatin View change as three stages Current, transitin, and future state Develp a plan fr the transitin state and cater t hw the rganizatin adpts t change Prvide training early in the change prcess Page 42

44 The rganizatin cannt create knwledge n its wn withut the initiative f the individual and the interactin that takes place within the grup. Nnaka & Takeuchi Mdule Eleven: Advance Tpics This mdule will discuss sme advance cncepts related t knwledge management. These cncepts will help yu understand when knwledge management becmes a mature prgram in yur rganizatin. In additin, yu will learn hw t keep it healthy and strng thrughut the years after it has been implemented. The Knwledge Management Maturity Mdel The KM maturity mdel describes five levels. 1. Initial: the rganizatin is at the beginning and just starting ut in tracking their perfrmance using knwledge management 2. Respectable: the rganizatin is experiencing success, but prblems areas exist. 3. Defined: the rganizatin is being managed well; it is cmpeting strngly within the market. 4. Managed: the rganizatin is in cntrl f the market and emplyees are empwered t make decisins. 5. Optimizing: the rganizatin is at a mature level and has a strng reputatin, and is setting trends in the market. This mdel will help yu understand where yu are in the prcess. Remember that it culd take years fr knwledge management t affect yu rganizatin in the way level 5 describes. Page 43

45 Absrptive Capacity The absrptive capacity is the rganizatin s ability t recgnize the value f new knwledge, integrate it, and apply it in a way that creates cmpetitive advantage. The ability fr an rganizatin t d this depends n the prir knwledge and diversity f backgrund. There are tw levels f capacity: Ptential Capacity is the rganizatin s receptiveness t acquiring and assimilating external knwledge. Realized Capacity is the rganizatin s ability t cmbine existing knwledge and new knwledge and integrating it. There are indicatrs in determining the extent f absrptive capacity. Level f knwledge acquisitin Hw much is invested in research and develpment Assimilatin Number f references t ther surces in an rganizatin s publicatin Transfrmatin Number f new prducts ideas Explitatin Number f new prduct rlluts Rustiness Here are sme tips t keeping yur knwledge management prject vibrant ver time. D nt rely n IT t sustain yur prgram. Knwledge management is nt a prgram. It is a philsphy and culture. Keep invlved in the prcess and always lk t new ways f ding things r imprvements. Expand yur supprt t as many high level managers. D nt rely n ne spnsr. What will yu d if they leave the rganizatin? Keep training emplyees n new technlgies and prcesses. Page 44

46 Keep the lines f cmmunicatin pen. Wrk t make knwledge management a standard in the rganizatin When pssible, build yur KMBOK Prcess Mdel Types A prcess mdel describes hw a prcess shuld be dne. It utlines what the prcess lks like. It is usually an illustratin, which cnveys the actins, relatinships, and reasns t cmpleting a prcess. Using a prcess mdel will help t make the prcess mre memrable t yur rganizatin. Yu can use many mdels. Once yu finalize what the prcess fr knwledge management will lk like, it is a gd step t put it in a prcess mdel. The example yu received is just ne way t put yur knwledge management prgram in an illustratin. There are many ways t achieve this. The pint here it t create a prcess mdel t help slidify knwledge management and create a lasting image fr yur rganizatin. Page 45

47 Wisdm is nt a prduct f schling but f the lifelng attempt t acquire it. Albert Einstein Mdule Twelve: Wrapping Up Althugh this wrkshp is ending, we hpe that yur jurney t imprve yur knwledge management is just beginning. Please take a mment t review and update yur actin plan. This will be a key tl t guide yur prgress in the days, weeks, mnths, and years t cme. We wish yu the best f luck n the rest f yur travels! Wrds frm the Wise Include sme qutes t wrap up the day. Jhn Plamenatz: The stre f wisdm des nt cnsist f hard cins, which keep their shape as they pass frm hand t hand; it cnsists f ideas and dctrines whse meanings change with the minds that entertain them Leif Edvinssn: Of central imprtance is the changing nature f cmpetitive advantage nt based n market psitin, size and pwer as in times past, but n the incrpratin f knwledge int all f an rganizatin's activities Baruch Lev: Innvatins are created primarily by investment in intangibles. When such investments are cmmercially successful, and are prtected by patents r first mver advantages, they are transfrmed int tangible assets creating crprate value and grwth. Page 46