1 Chapter 13: Knowledge Management In Nutshell Information Technology For Management Turban, McLean, Wetherbe John Wiley & Sons, Inc.
2 Objectives Define knowledge and describe the different types of knowledge. Describe the activities involved in knowledge management. Describe different approaches to knowledge management. Describe the issues associated with implementing knowledge management in organizations. Describe the technologies that can be utilized in a knowledge management system. Describe the activities of the chief knowledge officer and others involved in knowledge management. Describe benefits as well as drawbacks to knowledge management initiatives Chapter 9! 2!
3 Knowledge Management Knowledge management (KM) is a process that helps organizations identify, select, organize, disseminate, and transfer important information and expertise that are part of the organization s memory. Structuring of knowledge enables effective and efficient problem solving dynamic learning strategic planning decision making. Knowledge management initiatives focus on identifying knowledge how it can be shared in a formal manner leveraging its value through reuse. Knowledge management can promote organizational learning help solve problems Chapter 9! 3!
4 Knowledge Knowledge is very distinct from data and information and provides a higher level of meaning about that data and information. The ability to act is an integral part of being knowledgeable. Data are a collection of: Facts Measurements Statistics Information is organized or processed data that are: Timely Accurate Knowledge is information that is: Contextual Relevant Actionable. Having knowledge implies that it can be exercised to solve a problem, whereas having information does not. Chapter 9! 4!
5 Knowledge Corporate Asset Knowledge has the following characteristics that differentiates it from an organization s other assets Extraordinary leverage and increasing returns. Knowledge is not subject to diminishing returns. When it is used, it is not consumed. Its consumers can add to it, thus increasing its value. Fragmentation, leakage, and the need to refresh. As knowledge grows, it branches and fragments. Knowledge is dynamic; it is information in action. Thus, an organization must continually refresh its knowledge base to maintain it as a source of competitive advantage. Uncertain value. It is difficult to estimate the impact of an investment in knowledge. There are too many intangible aspects. Uncertain value of sharing. Similarly, it is difficult to estimate the value of sharing the knowledge, or even who will benefit most. Rooted in time. Intellectual capital or intellectual assets Chapter 9! 5!
6 Knowledge Map Questions/ Discussion (Crazy & Compulsory) Fad or Fundamental? Why Knowledge, Why Now? Action Plan Getting Started Knowledge Management Key Concepts A Bit of Theory Critical Success Factors KM Cases The Knowledge Agenda Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 6!
7 Fad or Fundamental? Added Value Knowledge Goods & Services Information Flexibility Innovation in Products, Services and Processes Global Customers Changing Needs Time-to-market Smart Products Customization Service Quality Intangibles Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 7!
8 Roots of Knowledge Management Learning Organization Business Transformation (BPR, TQM, culture) Innovation Knowledge Management Intellectual Assets/Capital Knowledge-based Systems Information Management Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 8!
9 Knowledge is Different (1) Intelligence Knowledge Human, judgmental Contextual, tacit Transfer needs learning Information Data Codifiable, explicit Easily transferable Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 9!
10 Knowledge Explicit knowledge Explicit knowledge has been codified (documented) in a form that can be distributed to others or transformed into a process or strategy without requiring interpersonal interaction. Explicit knowledge (or leaky knowledge) deals with objective, rational, and technical knowledge Data Policies Procedures Software Documents Products Strategies Goals Mission Core competencies The more the knowledge is made explicit, the more economically it can be transferred. Chapter 9! 10!
11 Knowledge Tacit knowledge Tacit knowledge is usually in the domain of subjective, cognitive, and experiential learning; it is highly personal and difficult to formalize. It is also referred to as embedded knowledge since it is usually either localized within the brain of an individual or embedded in the group interactions within a department or business unit. Tacit knowledge is the cumulative store of the corporate experiences Mental maps Insights Acumen Expertise Know-how Trade secrets Skill sets Learning of an organization The organizational culture Tacit knowledge is generally slow and costly to transfer and can be plagued by ambiguity. Chapter 9! 11!
12 Knowledge Knowledge Management Systems The goal of knowledge management is for an organization to be aware of individual and collective knowledge so that it may make the most effective use of the knowledge it has. Firms recognize the need to integrate both explicit and tacit knowledge into a formal information systems - Knowledge Management System (KMS) A functioning knowledge management system follows six steps in a cycle dynamically refining information over time Create knowledge. Capture knowledge. Refine knowledge. Store knowledge. Manage knowledge. Disseminate knowledge. As knowledge is disseminated, individuals develop, create, and identify new knowledge or update old knowledge, which they replenish into the system. Chapter 9! 12!
13 Knowledge Management Initiatives Knowledge management initiatives have one of three aims: to make knowledge visible mainly through Maps yellow pages hypertext to develop a knowledge-intensive culture, to build a knowledge infrastructure There are several activities or processes that surround the management of knowledge. Knowledge Creation Knowledge Sharing Knowledge Seeking Chapter 9! 13!
14 Knowledge Management (Continued) Knowledge creation or knowledge acquisition is the generation of new insights, ideas, or routines. Socialization mode refers to the conversion of tacit knowledge to new tacit knowledge through social interactions and shared experience. Externalization refers to converting tacit knowledge to new explicit knowledge Combination mode refers to the creation of new explicit knowledge by merging, categorizing, reclassifying, and synthesizing existing explicit knowledge Internalization refers to the creation of new tacit knowledge from explicit knowledge. Knowledge sharing is the exchange of ideas, insights, solutions, experiences to another individuals via knowledge transfer computer systems or other non-is methods. Knowledge seeking is the search for and use of internal organizational knowledge. Activities or Processes Chapter 9! 14!
15 Conversion processes From Tacit Socialization Externalization Explicit Internalization Combination To Tacit Explicit Source: The knowledge creating company, I. Nonaka and H. Takeuchi Chapter 9! 15!
16 Knowledge is Different (2) Chaotic knowledge processes Human knowledge and networking Information databases and technical networking Systematic information and knowledge processes Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 16!
17 Knowledge Management Approaches There are two fundamental approaches to knowledge management: a process and a practice approach. Since the two are not mutually exclusive a knowledge management initiative will probably involve both approaches. The process approach attempts to codify organizational knowledge through formalized controls, processes, and technologies frequently through the use of information technologies to enhance the quality and speed of knowledge creation and distribution. E.g. Intranets data warehousing knowledge repositories Process decision support tools groupware The process approach is favored by firms that sell relatively standardized products since the knowledge in these firms is fairly explicit because of the nature of the products & services. Chapter 9! 17!
18 Knowledge Management Approaches (Continued) The practice approach to knowledge management assumes that organizational knowledge is tacit in nature and formal controls, processes, and technologies are not suitable for transmitting this type of understanding. Rather than building formal systems to manage knowledge, this approach builds social environments or communities to facilitate the sharing of tacit understanding. The practice approach is typically adopted by companies that provide highly customized solutions to unique problems. The valuable knowledge for these firms is tacit in nature, which is difficult to express, capture, and manage. Practice Chapter 9! 18!
19 2 Key Thrusts Sharing existing knowledge Knowing what you know Knowledge for Innovation Creating and Converting Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 19!
20 Seven Levers Customer Knowledge - the most vital knowledge Knowledge in Products - smarts add value Knowledge in People - but people walk Knowledge in Processes - know-how when needed Organizational Memory - do we know what we know? Knowledge in Relationships - richness and depth Knowledge Assets - intellectual capital Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 20!
21 Knowledge Cycles Innovation Cycle KM Cycle Codify Collect Identify Classify Embed Product/ Process Create Knowledge Repository Organize/ Store Diffuse Use/Exploit Access Share/ Disseminate Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 21!
22 KM Framework for Success Enablers Leadership Structures - Cultures - HR Policies Vision Levers Processes People Measurement Information Space Foundations Hard infrastructure - Intranet, groupware etc. Soft - Skills, learning, + Tools and Techniques Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 22!
23 Knowledge Management (Information Technology) Knowledge management is more than a technology or product, it is a methodology applied to business practices. However, information technology is crucial to the success of knowledge management systems. Components of Knowledge Management Systems: Communication technologies allow users to access needed knowledge and to communicate with each other. Collaboration technologies provide the means to perform group work. Storage and retrieval technologies (database management systems) to store and manage knowledge. Chapter 9! 23!
24 Knowledge Management (Supporting Technologies) Technologies enable advanced functionality in knowledge management systems and form the base for future innovations. Artificial Intelligence (AI methods: expert systems, neural networks, fuzzy logic, genetic algorithms, etc.) Assist in identifying expertise Elicit knowledge automatically and semi-automatically Provide interfacing through natural language processors Enable intelligent searches through intelligent agents. Intelligent agents are software systems that learn how users work and provide assistance in their daily tasks. Chapter 9! 24!
25 Knowledge Management (Supporting Technologies) (Continued) Technologies enable advanced functionality in knowledge management systems and form the base for future innovations. Knowledge Discovery in Databases (KDD) is a process used to search for and extract useful information from volumes of documents and data. It includes tasks such as: knowledge extraction data archaeology data exploration data pattern processing data dredging information harvesting Chapter 9! 25!
26 Knowledge Management (Supporting Technologies) (Continued) Technologies enable advanced functionality in knowledge management systems and form the base for future innovations. Data mining the process of searching for previously unknown information or relationships in large databases, is ideal for extracting knowledge from databases, documents, , etc. Model warehouses & model marts extend the role of data mining and knowledge discovery by acting as repositories of knowledge created from prior knowledge-discovery operations Extensible Markup Language (XML) enables standardized representations of data structures, so that data can be processed appropriately by heterogeneous systems without case-by-case programming. Chapter 9! 26!
27 Knowledge Management IT Products Technology tools that support knowledge management are called knowware. Most knowledge management software packages include one or more of the following tools: collaborative computing tools knowledge servers enterprise knowledge portals electronic document management systems knowledge harvesting tools search engines knowledge management suites. Chapter 9! 27!
28 Knowledge Management IT Services Consulting Firms provide assistance in establishing knowledge management systems measuring their effectiveness Support for vertical market software Application service providers (ASPs) have evolved as a form of KMS outsourcing on the Web. Offering a complete knowledge management solution, including a KM suite and the consulting to set it up. Chapter 9! 28!
29 Knowledge Management Integration Knowledge management systems are enterprise-wide and must be integrated with other information systems in an organization. Decision Support Systems (DSS) Artificial Intelligence Customer Relationship Management Systems (CRM) Supply Chain Management Systems (SCM) Corporate Intranets Extranets Chapter 9! 29!
30 Knowledge Management People (I) Managing a KMS requires great effort. Many issues related to management, people, and culture must be considered to make the system a success. Some of those issues concern implementation and effective use of the system. Chief knowledge officer s (CKO) role are to maximize the firm s knowledge assets, design and implement knowledge management strategies, effectively exchange knowledge assets internally and externally, and promote system use. Chief executive officer s (CEO) is responsible for championing the KM effort. Chief financial officer (CFO) must ensure that the financial resources are available. Chapter 9! 30!
31 Knowledge Management People (II) Managing a KMS requires great effort. Many issues related to management, people, and culture must be considered to make the system a success. Some of those issues concern implementation and effective use of the system. Chief operating officer (COO) must ensure that people begin to embed knowledge management practices into their daily work processes Chief information officer (CIO) is responsible for the IT vision of the organization and the IT architecture, including databases, application software, etc. KMS developers are the individuals who actually develop the system KMS staff catalogue and manage the knowledge, train users Chapter 9! 31!
32 Critical Factors Strong link to business imperative Compelling vision and architecture Knowledge leadership Knowledge creating and sharing culture Continuous Learning Well developed ICT infrastructure Systematic knowledge processes Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 32!
33 Action Planning 1. Find out where you are! do an assessment; look for existing practice 2. Identify the knowledge champions and top level sponsors 3. Start the learning process attend seminars, site visits, assemble resources 4. Understand the seven knowledge levers find how knowledge adds value to your business Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 33!
34 Action Planning (cont.) 5. Identify Related Initiatives an opportunity for collaboration? 6. Initiate a Pilot Project look for quick wins, within long-term framework 7. Assess Organizational Readiness assessment plus enablers, levers, foundations 8. Develop a road map for knowledge vision, goals, strategies, resources, networks. Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 34!
35 Knowledge Management Metrics Organizations can gain several benefits from implementing a knowledge management strategy. This valuation can be based upon an asset-based approach or one that links knowledge to its applications and business benefits. Asset-based approach starts with the identification of intellectual assets and then focuses management s attention on increasing their value. The second uses variants of a balanced scorecard, where financial measures are balanced against customer, process, and innovation measures. Financial Metrics (tangible benefits) Non-Financial Metrics (intangible benefits) Measuring Success or Failures Chapter 9! 35!
36 Company/Enterprise: Gap Analysis Source: ENTOVATION Communications Technology Collaborative Process Performance Measures Leadership/Leverage Education/Development Market Image Learning Network Alliances/Joint Ventures Products/Services Innovation Intelligence Dr David J. Skyrme, The State of Practice, 1998 Chapter 9! 36!
37 Managerial Issues (I) Organizational culture change. This issue is how can we change organizational culture so that people are willing both to contribute knowledge to and use knowledge from a KMS? There must be strong executive leadership, clearly expressed goals, user involvement in the system, and deployment of an easy-to-use system that provides real value to employees. A viable reward structure for contributing and using knowledge must also be developed. How to store tacit knowledge. This is extremely difficult. Most KMSs (based on the network storage model) store explicit knowledge about the tacit knowledge that people possess. When the knowledgeable people leave an organization, they take their knowledge with them. Since knowledge requires active use by the recipient, it is important for the person generating knowledge to articulate it in a way that another, appropriately educated person can understand it. Chapter 9! 37!
38 Managerial Issues (II) How to measure the tangible and intangible benefits of KMS. There are a number of ways to measure the value of intellectual assets and of providing them to the organization. Determining the roles of the various personnel in a KM effort. Chapter 9! 38!
39 Managerial Issues (III) The lasting importance of knowledge management. Knowledge management is extremely important. It is not another management fad. If it is correctly done, it can have massive impact by leveraging know-how throughout the organization. If it is not done, or is not correctly done, the company will not be able to effectively compete against another major player in the industry that does KM correctly. Chapter 9! 39!
40 Managerial Issues (IV) Implementation in the face of quickly changing technology. This is an important issue to address regarding the development of many IT systems. Technology has to be carefully examined, and experiments done, to determine what makes sense. By starting now, an organization can get past the managerial and behavioral issues, which have greater impact on the eventual success (or not) of a KMS. As better and cheaper technology is developed, the KMS can be migrated over to it, just as legacy systems have migrated to the PC. Chapter 9! 40!
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