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DIGITAL TRANSFORMATIONKnowledge management
INTRODUCING KNOWLEDGE MANAGEMENT
Knowledge ManagementWhat is it?
› Definition of knowledge: Information plus experience*o Information that you interpret internally based on your experienceso Mental processes that you can share only as information
› Knowledge cannot be shared (because it is personal) but the process of creating, finding and codifying knowledge can be managed, as can the process of sharing information
*Information is Data plus context. Knowledge is Information plus experience. Wisdom is Knowledge plus synthesis.
Knowledge ManagementKnowledge and experience
› We all see the world in different ways depending on recent and past experience
› What does the word “pitch” mean to you?› Playing field› Slope› Sales spiel› To throw› Slope
› If I tell you something you won’t interpret that information in exactly the same way as I interpret it: in other words it will mean something slightly different to you
Knowledge ManagementWhy use it?
› To create more flexible organisations with workforces that have more knowledge and that can react to opportunities and threats better
› To allow more effective new product development processes, due to more information being available
› To enable faster production and business processes, due to better and quicker decisions
› To enable faster and better problem solving, underpinned by greater knowledge
› To build more connected organisations, as employees engage with one another in order to share and build on information
Knowledge ManagementWhen to look for knowledge
› Project wash-up meetings
› Collaborative projects, especially with multifunctional or international teams
› Task and job handovers
› Community conversations
Knowledge managementWhat Donald Rumsfeld teaches us about knowledge
› Known knowns: things we know we know (explicit knowledge)o We can share these with others
› Known unknowns: things we know we don’t knowo We can learn these from others
› Unknown unknowns: things we don’t know we don’t knowo These are dangerous and hard to manage
› Unknown knowns*: things we don’t know we know (tacit knowledge)o Knowledge management can help us uncover and organise these
*DR didn’t talk about these!
KNOWLEDGE AND INFORMATION
Knowledge managementKnowledge to information to knowledge
Create K
Uncover KDiscover I
Share I Internalise K Use K
Confirm I
Organise K
Knowledge managementActivities: creating and uncovering
› Create knowledge - through thought, innovation, work, learning and collaboration
› Uncover knowledge – find the things you didn’t know you knew though interrogation and analysis
Create K
Uncover KDiscover I
Share I Internalise K Use K
Confirm I
Organise K
Knowledge managementActivities: organising
› Organise knowledge – so it is easy to navigate, easy to build on, and easy to compare
Create K
Uncover KDiscover I
Share I Internalise K Use K
Confirm I
Organise K
Knowledge managementActivities: turning knowledge into information
› Codify knowledge so it can be shared as information – through written, spoken, and video documents
› Discover knowledge that has already been codified – though learning, workshops
Create K
Uncover KDiscover I
Share I Internalise K Use K
Confirm I
Organise K
Knowledge managementActivities: internalising information
› Internalise information so that you can create your own knowledgeo This won’t be the same as someone else’s knowledge because your experiences will
be different
› Confirm your understanding of information if you are unsure of its meaning or validity
Create K
Uncover KDiscover I
Share I Internalise K Use K
Confirm I
Organise K
Knowledge managementActivities: using knowledge
› Before you use your knowledge you need to be sure that it is:o Accurate
o Relevant
o Complete
o Unaffected by inaccurate or irrelevant information
Create K
Uncover KDiscover I
Share I Internalise K Use K
Confirm I
Organise K
MANAGING KNOWLEDGE
Managing knowledgeCreating knowledge
› New knowledgeo Innovation processes
o New experiences – role, technology, processes, teams
o Research
o “Listening” to what is happening – feedback, analytics etc
› Combining and improving knowledgeo Communities of practice
o Multifunctional teams
o Personal skills: inventiveness, scepticism and the ability to question
Managing knowledgeExtracting knowledge
› Formal request (pull) – asking for knowledge sharing on an ad hoc basis when required
› Volunteered (push) – knowledge shared as a way of extending influence, gaining allies, or doing good
› Enhancing the amount of people who push knowledge out is an important part of knowledge management
› Provide an opportunity
› Provide responsive and appreciative audience
› Give positive feedback
› Codify the information permanently to show it is important (and so you don’t lose it)
Managing knowledgeBarriers to sharing
› Knowledge is power
› You already know that don’t you?
› What I know isn’t important enough to share
› What I know might not be true
› I can’t be bothered to tell you (because I will have to codify it)
› I didn’t know I knew that
Managing knowledgeManaging people
› Enabling people to turn tacit knowledge to explicit knowledge and then to codify their knowledge as information
› Incentivising people to share their knowledge with others
› Giving people the opportunity to learn from others
› Changing culture so that people feel empowered to question existing assumptions and discover new ways of thinking
› Providing opportunities to create new knowledge and then to codify and share that knowledge
› Identifying times when knowledge should be transferred e.g. leavers’ interviews, project wash-up meetings, new employee induction sessions etc
Managing knowledgeSupporting through effective processes
› Creating intranets and knowledge communities
› Bringing together cross-functional teams to create best practice
› Ensuring the departure of key individuals or teams, or the completion of projects, doesn’t result in the loss of knowledge to the organisation
› Ensuring quality in the codification of relevant knowledge with adequate documentation supported by metadata (keywords, indexes etc)
› Allowing information to be transferred through formal and informal learning and discovery
› Allowing knowledge to be used by empowering individuals and teams
› Ensuring any risks associated with new ways of working are managed
People, processes and technologyKnowledge management tools
› Tools can help stimulate knowledge creation, facilitate information discovery, and enhance knowledge useo Groupware and intranets
o Workflow tools
o Collaboration tools
o Document and content management systems
o Search tools
o eLearning tools
