Knowledge Management. For business continuity and market competition

Transcription

1 Knowledge Management For business continuity and market competition

2 Our vision Our concept Our approach Our references Of Knowledge Management

3 Understanding Knowledge Knowledge as maturity? Unless we change our behavior, global warming may be at the origin of unseen catastrophes The difference of 0.3 C cannot be explained statistically and may point to climate change During the Summer, the average temperature for Brussels is 18.1 C. Over the past decade, the average was18.4 C

4 Understanding Knowledge Knowledge as objects? Explicit Knowledge Tacit Knowledge 80-85% 15-20%

5 Understanding KM Knowledge as flow? People Objects Conversation

6 Understanding KM Many definitions KM is the process through which organizations generate value from their Intellectual and Knowledge-based assets KM is the discipline that brings rigor to managing the Intellectual assets of an organization in order to achieve superior performance 6

7 Understanding KM The SECI Model Tacit Explicit Tacit Socialization Team work Coaching Mentoring Externalization Capture Diffusion Explicit Learning Understanding Communication Internalization Organization Classification Combination The Knowledge-Creating Company, Nonaka and Takeuchi, 1995

8 Why do you need KM? Lots of information, produced and received very hard to manage Workers are leaving the company, organisation how to assure business continuity

9 Our concept What? Processes Resources Culture How? Knowledge sharing Collaboration Innovation Expertise location Organizational learning Security Why? Business continuity Efficiency Quality Long term

10 Our concept Information Structured and unstructured data, External and internal data, Classification ICT Tools Federated search, Technological Watch, SDI, ECM, Collaboration, Social Media, Wiki, Thematical files, Expert locator, Organisation Knowledge Center, Knowledge Workers

11 Our approach KM Programme 11

12 Our Approach Opportunity Evaluation Evaluate if KM would benefit the business (contribute to the objectives) and should receive closer examination Preliminary Analysis Analyze the current situation, understand priorities and constraints, determine the relevance & cost-effectiveness of KM for the organization Architecture Model the proposed system, select (software) technologies, verify feasibility, determine standards, document use cases, identify and document projects Programme Management Design, build, and implement KM solutions, manage budget, ensure ongoing consistency with/between projects, KM Support Office

13 Our approach (P)eople Personal motivation Recognition programme Change readiness Discipline Incentives (P)rocesses Business/Core processes Capture best practices Embed ECM/KM in processes Always linked to (B)usiness outcomes! (O)rganization Centralized/Distributed ECM/KM Support Office Principles & Policies (T)echnology ECM Platform Performance Other IT requirements: maintainability, portability, reliability, scalability Capturing Publishing 13

14 CarMeuse Timeline 14

15 Selected References AXA Belgium Business case, project prioritization, and suggested programme setup for KM initiatives in support of Retail Insurance operations CTA (Centre for Agricultural & Rural Cooperation, NL) Design, and implementation of a SharePoint intranet to manage procedures, project deliverables, policy documents, contacts, and other knowledge sources, use of collaborative workspaces, portal for external (partner) access KNPC (Kuwait National Petroleum Corporation) Business case, deployment strategy, and programmeset-up for the implementation of an ECM/KM infrastructure in support of KNPC Operations, especially Safety, Health, and Insurance Luxembourg Parliament Study, design, and implementation of a KM portal, in support of the parliament s work sessions, on an IBM Websphere& Lotus Domino infrastructure 15

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