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Basic Concepts on KM
Nihal Hennayaka B.Com (Sp)
Knowledge Management Consultant
Resource person (Productivity)
[email protected] 0712-7 3 1 8 8 1
Objectives
Understanding KM definition
APO Understanding the APO KM Framework
Understanding the essential elements for successful
implementation of KM
Overview of the APO KM Implementation
Approach
2
Why we manage knowledge?
•Focusing on the knowledge, which is
connected with business processes may improve productivity
•Proper management of knowledge may improve company’s core competencies
•Knowledge Management (KM) may create an added value and give the company a strategic advantage in competition
Importance of Knowledge
4
Knowledge is now recognized as the most valuable
intangible assets
Knowledge have become key drivers for competitive
advantage: productivity, quality, and innovation (and
more)
Paradigm Shift
From …
To … Knowledge Shared is
Power MULTIPLIED Robert Noyce
5
Wealth Creation
Sector % of GWP % from
Intangible Assets
Agriculture 3% 49.6%
Industry 28% 63.5%
Services 69% 79.8%
Overall 74.3%
Wealth creation is
increasingly a
matter of managing
intangible assets
26 % from tangible asset
74% from intangible
asset
Source: World Development Report, 2008
6
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Knowledge as a person’s thought ……….
“ A person’s thoughts are like water in a deep well, but someone with insight can draw them out”
- Proverbs 20:5
What is Knowledge Management?
Pretentious label for Information Management
Complex work involved in organizing access to information resources
Latest management fad
What is Knowledge Management?
KM is an integrated approach for creating,
sharing, and applying knowledge to enhance
organizational productivity, profitability,
and growth.
Asian Productivity Organization’s definition
Knowledge Management Connects
People with People
People with Information
Difference between
Information & Knowledge
Information & Knowledge
Information is:
Visible
Independent from action and decision
Physical product
Independent from existing environment
Easily transferable
Can be duplicated
While Knowledge
Can’t be duplicated
Closely related to action and decision
Thought changes after processing
Invisible
Spiritual product
Identified with existing environment
Transfer through learning
Dimensions of Knowledge
We communicate information to one another in explicit forms.
We can chose to turn that information into knowledge (learning process) in our heads (tacit knowledge)
.When we make our internal tacit knowledge explicit in some form, it becomes information to others
Information and Knowledge
Information only becomes knowledge in the hands of someone who knows what to do with it.”
15
Peter Drucker
TYPES OF KNOWLEDGE
Knowledge can be broadly classified into
two types:
Explicit knowledge
Tacit knowledge
16
ion
Sunday, June 23, 2019 17
Culture & Technology
70/30
18
Transferring Knowledge
19
SECI Model: Four Modes of K-Creation
I I G
I I
I
I I
I
O
G
I
Socialization Externalization
Combination Internalization
O
G
G
G G
Learning and acquiring new tacit knowledge in practice
Systemizing and applying explicit knowledge and information
1. walking around
inside the company
2. walking around
outside the company
3. accumulating tacit
knowledge
4. transferring of
tacit knowledge
5. articulating tacit
knowledge
6. translating tacit
knowledge
7. gathering and
integrating explicit
knowledge
8. transferring and
diffusing explicit
knowledge
9. editing explicit
knowledge
10. embodying of explicit
knowledge through action and practice
11. Using simulation and experiments
Tacit knowledge
Explicit knowledge
Explicit kn
ow
led
ge
Sharing and creating tacit knowledge through direct experience
Articulating tacit knowledge through dialogue and reflection
Source: Nonaka, Konno, KIRO
Twenty Essential KM Tools &
Techniques
1. Brainstorming
2. Learning’s ideas capture
3. Peer Assist
4. Learning Reviews
5. After Action Reviews
6. Expert Locator
7. Communities of Practice
8. Storytelling
9. Virtual Work Spaces
10. Physical Work Spaces
11. Document Libraries
12. Knowledge Bases
13. Knowledge Assessment
14. Blogs
15. Social Network services
16. Voice & VOIP
17. Advanced Search
18. Knowledge Clusters
19. Taxonomy
20. Knowledge Cafe
“HP If only HP knew what HP
knows, we would be three times
more productive”.
Lew Platt,
Former Hewlett-Packard CEO
22
Importance of Knowledge
23
Knowledge is now recognized as the most valuable
intangible assets
Knowledge have become key drivers for competitive
advantage: productivity, quality, and innovation (and
more)
Benefits of KM
Increase knowledge and skills of individuals. When team members are constantly
learning and sharing knowledge with each other, the team capability is enhanced.
Improves organizational capability: ◦ Improving internal processes ◦ Developing core competencies ◦ Designing innovative strategies
Increases Productivity and improves Quality of tasks and services.
Accelerates Innovation
24
KM Myths
KM is a fad
KM is a new technology
( codifying ) knowledge
KM is a new HR initiative
KM is extra work
KM is only for knowledge workers
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KM Challenges
Behavioral and mindset change of staff.
Creating a collaborative culture.
Accelerating innovation through knowledge
creation.
Improving Service Quality and Service Mindset.
Overcoming bureaucracy.
Information overload.
26
APO KM Framework
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APO Workshop on Implementing KM
Outline
Session 1. Concepts and Principles
Session 2. APO KM Framework
Session 3. KM Implementation
Approach
APO KM Framework – Background
29
Commenced in September 2007
Representation from China, India, Japan,
Malaysia, Philippines, Singapore, Thailand,
and Vietnam
Developed a framework that is applicable to all
APO member countries
Considerations
Easily understood by APO member countries
Can be applied in any country and industry
APO KM Framework – Purpose
30
To emphasize the importance of KM for
organizational success
To provide an easy-to-understand introduction
to KM
To highlight critical factors for the successful
implementation of KM
To assist organizations in APO member
countries in leveraging KM for their benefit
31
Store
OUTCOMES
KNOWLEDGE
PROCESS
ACCELERATORS
People Processes
Leadership Technology
Team
Capability
Org
an
iza
tio
nal
Cap
ab
ilit
y In
div
idu
al
Cap
ab
ility
Societal
Capacity
APO KM Framework
APO KM Framework
Starting point of the KM framework is the Vision and Mission of the organization
KM meets the business objectives of the organization
There are three levels in the framework:
• Accelerators
• Knowledge Process
• Outcomes
32
Accelerators
Accelerators help to propel and speed up the KM
initiative in the organization
Four accelerators can be identified:
• Leadership
• Technology
• People
• Processes
33
ACCELERATORS
People Processes
Leadership Technology
Accelerators – Leadership
Drives the KM initiative in the organization
Ensures alignment of KM strategies and projects
with the mission and vision of the organization
Provides support and resources for the
implementation of KM projects
34
Accelerators – Technology
Accelerates the knowledge process through
effective tools and techniques
Tools such as groupware and collaborative
workspaces enable participation across time and
distance
Provides a platform for retention of
organizational knowledge
35
Accelerators – People
People are users as well as generators of
knowledge
They create and possess intellectual capital
Trust is a prerequisite for knowledge sharing
36
Accelerators – Processes
Social and technological steps that enhance
the contribution of knowledge in the
organization
Systematic and effective processes can
contribute to improving organizational
productivity, profitability, quality, and growth
37
Knowledge Process
Refers to knowledge development and conversion
processes
Five steps in the knowledge process:
• Identify
• Create
• Store
• Share
• Apply
38
Knowledge Process Step – Identify
Initial crucial step of the knowledge process
Critical knowledge needed to build the core
competencies of the organization is identified
The knowledge gaps in the organization are
identified in this step
39
Knowledge Process Step – Create
Addresses knowledge gaps through knowledge
conversion and generation of new knowledge
Many ways to create new knowledge:
• Individual level
• Team level
• Organizational level
40
Knowledge Process Step – Store
Collection and preservation of organizational
knowledge
Various forms of storage
Organized for easy retrieval
41
Knowledge Process Step – Share
Regular and sustained exchange of knowledge
Fosters continuous learning to achieve business
goals
Mutual trust and benefit help foster a culture of
sharing
Technology can be used to enhance sharing
42
Knowledge Process Step – Apply
The use and reuse of knowledge in the
organization
Translates knowledge into action
Knowledge only adds value when it is used to
improve products and services
43
KM Measurements
Organizational level : No. of Best Practices
(resulted from modification of existing
knowledge) giving improved results
Department level: Percentage of employees
meeting targets on learning hours
(Employees’ participation on KM activities)
Individual level: no. of learning hours, no. of
stories told, no. of work instructions
written, no. of teaching and coaching hours.
44
Plucking the best
is bit hard
Very Imprtant
Introduce Rewards and incentives
Introduce better communication plan
Continues on going evaluation
Regular AAR
46
Barriers to Successful KM Implementation
Time
Power
Structures
Measurement systems
Organizational culture
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48 48 48
The objectives of rewards and incentives
are participation and sustainability.
They may be in various forms.
Rewards and Incentives
49 49 49
Rewards can be
Material to psychological
Informal to formal
Examples:
• Reputation
• Certificates awarded during recognition programs
• “Hits” Champion
• Publication in newsletter
• “Days off”, free trips
• Money rewards
Integration of knowledge process in work systems
Rewards and Incentives
50 50
Discussion
What are the signs of resistance?
51 51
Causes of Resistance
They don’t know
They are not able
They are not willing
They do not believe
How do you address each situation?
52
Addressing Resistance: Communication Plan
52 52
Audience
Who do you update?
To whom do you report?
Why?
Content?
Medium/media?
At what point?
How do you generate feedback?
On-Going Evaluation
Regular AAR for continuous learning
Use listening posts
Monitor milestones and metrics
Periodic use of KM Assessment
instrument
Regular publication of results
Institute rewards and sanctions
53 53
“Most activities or tasks are not onetime events. Our philosophy is fairly simple:
Every time we do something again, we
should do it better than the last time.”
Sir John Browne
CEO, BP
“Anyone in the organisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the
company can use to make a profit.”
54
Learning & Innovation
Knowledge process enables
learning and innovation at all levels
and areas in the organization
New products, services, processes,
markets, technologies, and business
models
Build individual, team, and
organizational capability leading to
societal capacity
55
Outcomes
Expected outcomes:
• Individual capability • Team capability • Organizational capability • Societal capability
Leading to:
• Productivity • Quality products and services • Profitability • Growth
56
57 57 57
Deploy
Discover
Design
Develop
APO KM Implementation Approach
Knowledge needs
and gaps are
identified
Pilot KM projects are identified and
designed
Implementation of
pilot projects
Organization-wide
implementation
58 58
1 Discover
• Find out where you are
• Create the business case
2. Design
• Develop KM strategy
• Identify potential programs
• Design processes
• Formulate implementation plan
3. Develop
• Formulate the pilot plan
• Conduct AAR
4. Deploy
• Implement organization-wide plan
• Addressing KM resistance
• Develop communication plan
• On-going evaluation
APO KM IMPLEMENTATION APROACH
