Wissensstrategie Wissensbilanz Maßnahmen: Wie führt der Weg zur erfolgreichen Umsetzung?

Transcription

1 Wissensstrategie Wissensbilanz Maßnahmen: Wie führt der Weg zur erfolgreichen Umsetzung? Wissensbilanz Made in Germany. Wissen als Chance für den Mittelstand 10. November 2005, BITKOM e.v., Frankfurt am Main Dr. Josef Hofer-Alfeis Siemens AG Corporate Technology

2 Agenda Wissensstrategie Wissensbilanz Wissensmanagement: Relevante Beispiele zum Stand in der Siemens AG Der allgemeine Gesamtprozess: Definition und Umsetzung einer Wissensstrategie / Strategie für das Intellektuelle Vermögen Die inhaltliche Wissensdimension im strategischen Vorgehen: Beispiel Wissensstrategieprozess Vergleich Wissensstrategieprozess und Wissensbilanz-Methode: Alternative oder Ergänzung? Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct. 05 2

3 Siemens Business Areas Communications Automation & Control Power Transportation Medical Lightning Financing & Real Estate no explicit Intellectual Capital Statement yet piloting the Knowledge / Intellectual Capital Strategy Process a very large network Knowledge Management (KM) Community of Practice since 1997, 15/30/300 members Initiatives in Siemens Groups & corporate harmonization Benchmarking winner MAKE Survey - Most Admired K. Enterprise: top rankings since 99 Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct. 05 3

4 KM Systems: Socio-technical System Architecture The six major perspectives of successful KM solutions Knowledge Strategy and Culture Knowledge Communities KM Processes Knowledge / Content KM Organization Knowledge Marketplaces Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct. 05 4

5 Socio-technical KM solution System Architecture in detail... means values, culture, leadership & strategy and rewards & recognition for a -intensive organization... are networks of stakeholders creating and sharing related to specific areas are the (standard) Knowledge Sharing Platform including technical platforms, tools, workplaces, services, and infrastructure as well as office spaces and communication channels and events;... are the creation and sharing processes as well as other KM processes and their integration into the business processes Knowledge Strategy and Culture Knowledge Communities KM Processes Knowledge / Content Knowledge Marketplaces KM Organization... are specific Knowledge Management functions which initiate, promote and support KMactivities... means the capability for effective action in people, organizations and codified in descriptions, processes and systems, which is medium in repositories and flows. concerns issues of structure, quality, validity and value Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct. 05 5

6 >2200 active Communities of Practice (CoP) not to count: teams, org. units, KM systems Average usage indicators Estimation from KM key player group reports Summer 2005 (2-6 groups) Knowledge Strategy and Culture Knowledge Communities KM Processes Knowledge / Content ~80% of Urgent Requests responded in less than 2 days in many CoP s ~30% document fetches & downloads per month ~20% new/mod. documents per month KM Organization Knowledge Marketplaces >85,000 platform users (Opentext Livelink) >3500 other platforms individual and organizational proficiencies millions of documents of codified (>1500 GB) ~15 FTE >1000 parttime KM drivers ~20 KM consultants CoP KM and CoP InnoM Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct. 05 6

7 Example: Siemens MED Knowledge Backbone Customer Partner, Competitors Management Processes Röntgensysteme Strategic Planning Operating Processes Radiologische Lösungen Klinische und Administrative Software Ultraschall Business Review CRM: Customer Relationship Management Plan Understand Kardiologische Customer & Markets Lösunge SCM: Supply Chain Management Plan Sell PLM: Product Lifecycle Management Plan Product Portfolio Mgt. Define Realize Beratung Communication Management - Copyright 2004 Siemens AG Medical Solutions All Rights Reserved. Commercialize Strategic Controlling Care Level 1 Frauenheilkunde Level 1 Source Make Deliver Return Level 1 Phase out Audiologische Technik Onkologie Systeme Customer CoP s People@MED Ask/Tell MED Knowledge Pool Support / Enabling Processes Quality & Environment Human Resources Financial Management Procurement Process & Information Partnership Management Siemens Facility AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct Computertomographie Magnetresonanztomographie Nuklearmedizin Krankenhausdigitalisierung Bildarchvierungs- und Kommunikationssysteme Kundenservice

8 Knowledge has several dimensions Example - Knowledge to find your way from A to D is in the world in various qualities proficiency of somebody, who has done it before Codification Navigation System codified in various maps and guidebooks travel reports Codification Diffusion A to B B to C C to D partial diffused and inter-connected across various natives various proficiency levels Proficiency professional guide tourist, being the 2nd time here Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct. 05 8

9 Knowledge Definition: Capability for effective Action in humans education experience personal capabilities in organizations collective inter-connected in information (described ) in documents in information systems in artefacts Object and its model/description: Tangibles, e.g. tree versus picture of a tree Intangibles, e.g. ~ model for effective action versus model/description Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct. 05 9

10 Knowledge Definition: Capability for effective Action Knowledge Quality and Knowledge Carriers individuals high low / individual / non-codified Proficiency Diffusion organizational Codification 3-D quality space networks, e.g. process teams, centers of competence, communities of practice, customer/user groups highly codified information, e.g. in documents, workflows, systems, artefacts Sources: Max Boisot, CIBIT, Siemens Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct

11 The value-add from KM Orchestrated Knowledge Quality alignment/improvement for assets in three dimensions (with simplified metrics) world-class expert profess l expert skilled & trained beginner Proficiency head & stomach * individual Diffusion KM Codification 3-D quality space Powerpoint collective/ complementary* guideline standard *but highly connected and networking multi-dimensional powerful KM solutions leveraging synergies trade-off options optimizing in all dimensions orchestrated proceeding based on a trans-disciplinary approach Sources: Max Boisot, CIBIT, Siemens 11

12 Siemens Reference Process House V 3.0 and the support process Intellectual Capital Management (ICapM) Management Processes Strategic Planning & Controlling Customer Relationship Management (CRM) Supply Chain Management (SCM) Plan Source Make Deliver Return Product Lifecycle Management (PLM) Plan Plan Understand Sell Care Product Portf. Management Financial Planning & Controlling Enterprise Governance Intellectual Capital Mgt. Mgt. of Ideas Knowledge Intellectual Property Standards & Regulations Internal Audit commercialize Define Realize Commercialize / operate Phase out Support Processes Environment, Intellectual Quality Health & Capital Management Safety Management Human Resources Financial Management Process, Information & InfoSec Management Real Estate Management Procurement Communication Administration & Infrastructure Operating Rules & Regulations Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct

13 Intellectual Capital Mgt. : Core Processes ICapM core processes act on the organization s assets* input: raw material for Knowledge Assets * Knowledge Assets Knowledge Assets Knowledge Assets Idea/Innovation Mgt. Knowledge Mgt. Intellectual Property Mgt. Standardization & Regulation output: new K. Assets K. Assets improved/aligned in Knowledge Quality K. Assets protected by IPR & strategically positioned K. Assets based on cross-company S&R Additional processes for ICapM Sytem (people, organization & infrastructure): provide/operate systems, instruments and services, manage environments and partners as-is ICapM System Provide Intellectual Capital Mgt. System improved/aligned ICapM System in operation * Knowledge Assets are proficiencies of people and organizations as well as information for effective action Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct

14 Agenda Wissensstrategie Wissensbilanz Wissensmanagement: Relevante Beispiele zum Stand in der Siemens AG Der allgemeine Gesamtprozess: Definition und Umsetzung einer Wissensstrategie / Strategie für das Intellektuelle Vermögen Die inhaltliche Wissensdimension im strategischen Vorgehen: Beispiel Wissensstrategieprozess Vergleich Wissensstrategieprozess und Wissensbilanz-Methode: Alternative oder Ergänzung? 14

15 Knowledge Strategy Definition and Execution Business Strategy Knowledge Strategy Definition derive general directions assess as-is k. states plan to-be k. states / detail k. directions define improvement actions Business Improvements K. Strategy Execution execute improvement actions verify & communicate Improvements 15

16 Knowledge Strategy Definition and Execution Position of Intellectual Capital Statement ICapStatement derive general directions Business Strategy Knowledge Strategy Definition assess as-is k. states plan to-be k. states / detail k. directions define improvement actions Business Improvements K. Strategy Execution execute improvement actions verify & communicate Improvements 16

17 Agenda Wissensstrategie Wissensbilanz Wissensmanagement: Relevante Beispiele zum Stand in der Siemens AG Der allgemeine Gesamtprozess: Definition und Umsetzung einer Wissensstrategie / Strategie für das Intellektuelle Vermögen Die inhaltliche Wissensdimension im strategischen Vorgehen: Beispiel Wissensstrategieprozess Vergleich Wissensstrategieprozess und Wissensbilanz-Methode: Alternative oder Ergänzung? 17

18 Knowledge Strategy Definition and Execution Knowledge Area- / Content- specific approach derive general directions Business Strategy Knowledge Strategy Definition assess as-is k. states plan to-be k. states / detail k. directions define improvement actions Business Improvements K. Strategy Execution execute improvement actions verify & communicate Improvements 18

19 Knowledge Strategy Definition and Execution Knowledge Area- / Content- specific approach derive portfolio Business Strategy Knowledge Strategy Definition assess as-is k. states plan to-be k. states / detail k. directions define improvement actions Business Improvements K. Strategy Execution execute improvement actions verify & communicate Improvements 19

20 Focusing & coordinating improvements The top-down Knowledge Strategy Process (KSP), [optionally extended to all Intellectual Capital categories (ICapSP)] 1 Business Transformation ( focus specific topic like Process, Org., Product ) 2 Knowledge Areas 4 Knowledge Portfolio 5 Knowledge Cockpit 3 Key Performance Indicators proficiency diffusion codification [issues and risks related to ideas, IP and S&R] codification diffusion future impact current impact Proficiencies and K Stakeholders 6 Knowledge Improvement Action Plan K Area Coaches & Roadmaps, KM Program [Directions for Idea/Innov., IP and S&R Mgt.*] Roadmaps/Actions/Program Execution and Controlling This approach has originally been developed by * Innov. = Innovation, IP = Intellectual Property, S&R = Standards & Regulation 20

21 Example: Strategic Knowledge Directions from Knowledge Portfolio to strategic decisions Strategic Communities of Practice Portfolio of business-relevant Knowledge Areas and impact on business (a result of a Knowledge Strategy Process) CRM Knowledge Risks / Debriefing needs Strategic codification needs Strategic training needs ICapM R&D Marketing Program Mgmt Understanding EU R&D Markets Process Mgt. Business-driven orchestrated KM / ICapM Program 21

22 K. Cockpit to set objectives and plan improvements Example: Analysis and objectives for Knowledge Area Solution Development Learners Sources 22

23 K. Improvement Planning: typical action results Define install operate create - promote Proficiency Building Diffusion Subject Matter Expert for / Business Alliance in Role and Career for Project Managers Half-time experts program to move to emerging technologies Knowledge Transfer Workshops with internal/external Knowledge Stakeholders for Competence Network / Community of Practice for Learning processes from projects with clients in Cookbook / Framework / Training module for Codification Taxonomy Content structure in Regular project / leaving expert debriefings in combined Training courses / e-learning system for.. Sustaining Experience/Lessons Learnt/Best Practice Sharing in org changes Process model and implementation for 23

24 Executing the K-Strategy for a Knowledge Area Organizational approach involving all KM key players KA expertise & requirements Knowledge Area Coach from Management Team business requirements K. Area Roadmap & projects KM Program for the Business for all businesscritical K. Areas KM Systems & Instruments Roadmap State-of-the-art KM, KM Program & coordination of support functions Subject Matter Experts / Communities of Practice inter-disciplinary KM Team 24

25 Agenda Wissensstrategie Wissensbilanz Wissensmanagement: Relevante Beispiele zum Stand in der Siemens AG Der allgemeine Gesamtprozess: Definition und Umsetzung einer Wissensstrategie / Strategie für das Intellektuelle Vermögen Die inhaltliche Wissensdimension im strategischen Vorgehen: Beispiel Wissensstrategieprozess Vergleich Wissensstrategieprozess und Wissensbilanz-Methode: Alternative oder Ergänzung? 25

26 General and area-specific K. Improvement Actions Knowledge Portfolio based approach business-critical, area specific improvement actions Business-driven K-Area Focus general improvement actions derive portfolio assess as-is k. states plan to-be k. states / detail k. directions define improvement actions execute improvement actions verify & communicate Improvements 26

27 General and area-specific K. Improvement Actions Intellectual Capital Statement based approach general improvement actions ICapStatement area specific improvement actions? derive portfolio assess as-is k. states plan to-be k. states / detail k. directions define improvement actions execute improvement actions verify & communicate Improvements 27

28 Selection of Knowledge Improvement Options: Knowledge Portfolio based approach business-critical area specific improvement actions KM instruments catalogue + business experience + consulting general improvement actions derive portfolio assess as-is k. states plan to-be k. states / detail k. directions define improvement actions execute improvement actions verify & communicate Improvements 28

29 Selection of Knowledge Improvement Options: Intellectual Capital Statement based approach B.-driven Indicator and Impact Factor Focus K Balance Indicators Catalogue + business experience + consulting area specific improvement actions? general improvement actions derive portfolio assess as-is k. states plan to-be k. states / detail k. directions define improvement actions execute improvement actions verify & communicate Improvements Impact Factor Analysis KM / ICapM? 29

30 Integration of both approaches There seem to be considerable advantages on both sides Investigation needed: How to integrate and still keep it feasible? 30

31 Contact Dr. Josef Hofer-Alfeis Senior Consultant Facilitator of the Community of Practice KM Coordinator for the ICapM Processes Siemens AG, CT PP 6 Corporate Technoloy Production Processes, Virtual Engineering Otto-Hahn-Ring 6 D Munich, Germany Fon // Fax // Mobile mailto:josef.hofer-alfeis@siemens.com Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct

32 Further Readings on Siemens KM and other KM sources Current Siemens KM books and publications: T. Davenport, G. Probst (eds): Siemens KM Case Book, 2nd edition, Wiley/Publicis, 2002 M. Bellmann, et al (Hrsg): Praxishandbuch Wissensmanagement, Symposion, 2002 C. W. Holsapple (ed.): Handbook on KM, Springer, 2002, pp Deking, I, Management des Intellectual Capital, Gabler Verlag, under print: expected release April Hofer-Alfeis, J.: Effective Integration of Knowledge Management into the Business Starts with a Top-down Knowledge Strategy. Journal of Universal Computer Science, vol. 9, no. 7 (2003), Interview/Report of Computerwoche, November 2004 (in German). Recommendation for more information on KM: Siemens AG, CT PP 6, Dr. J. Hofer-Alfeis, Oct