Knowledge Management and Information Systems 2010

8/2/2019 Knowledge Management and Information Systems 2010

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Knowledge Management andInformation Systems

Edwin V. MaraonAteneo de Davao University

VP for Mindanao, PSITE-National

EVP, ICT Davao Inc.

[email protected]


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Main Components

Knowledge Management Concepts

Knowledge Management and

Organizational Goals Knowledge Management Strategies

and Tools

Main Reference: Presentat ion Slides of Dr. SerafinTalisayon during a Short- Term Training onKnowledge Managem ent held in Davao City, 2006


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Short Workshop #1

What helps you do your job well?

What things, people, conditions,

qualities or factors facilitateperformance of your work?


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Freedom Wall #1Goodcompensation,incentives

Motivation recognition,

appreciationInspiration significant others

References books, onlineaccess

Technology computers,

telephone,cellphones

Right tools,facilities

Good relationshipwithclients/students

Consultation withexperts

Administrationsupport

Good colleagues support,relationship, peers

Workingenvironment

Enough,manageableworkload

Experiencesrelated to the job

Trainings andworkshopsattended

Acquiredknowledge andskills througheducation

Timemanagement

Health

Working with acup of coffee

concentrationGood attitudetowards work willingness to facechallenges

You love yourwork and yourwork will love you

MotivationTangible AssetsStakeholder CapitalStructural CapitalHuman Capital


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Intangible Assets vs. Tangible Assets

Human Capital

Structural Capital

Stakeholder Capital

Tangible Assets

Motivation

Intellectual Capital /Knowledge Assets(market value largely

hidden from view)


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3 Categories of Intellectual Capital

Of an Organization

Hum an Capital

Skills

Attitudes

Health Stak eholder /

Custom er Capital ( =Ext ernal Capita l)

Supportive relationships

(e.g., partners, govern-ments)

Information/knowledgenetworks outside (e.g.,Internet)

Structural / Process

Capita l ( = I nternalCapital)

Support systems,processes, practices(e.g., intranet)

Manuals, work temp-lates, directories,databases, library and

other codified knowledge Leadership/management

style, policies, guide-lines

Teamwork, workingrelationships


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Knowledge Assets /1 Hum an capital the knowledge that

leaves company premises at 6 oclock inthe evening; embodied in people

Structura l capita l the knowledgethat is left behind in company premisesat 6 oclock in the evening; embeddedin processes

Sta keholder capita l knowledgeinherent in external businessrelationships; goodwill; brand;earned with partners/patrons


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Knowledge Assets /2 Knowledge is not only the repository of

corporate value, it is also essential in theprocess of creating value

The corporation owns only two components ofmarket value: financial capital and only theexplicit forms of structural capital

The corporation only rents human capital,and slowly earns stakeholder capital

Tacit forms of process capital inhere with thegroup of employees; they are lost when theemployees leave or are regrouped


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KM: How to do your job wellKnowledge Management: sourcing and deploying knowledge assets

(= intellectual capital) for better work performance

Human Capital

Structural Capital

Stakeholder Capital

Tangible Assets

Other Factors

Better WorkPerformance


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Knowledge Management Defined Getting the right knowledge to the

right people at the right time

Helping people share and put

information into action in ways thatstrive to improve organizationalperformance

-- Carla ODell & C. Jackson Grayson, Jr. ( I f

Only We Knew What We Know) Sourcing and deploying knowledge in a

manner that creates most value for anorganization, individual or society-- Dr. Seraf in D. Tal isayon


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Definition of Knowledge /1Justified belief that increases an entitys

capacity for effective action. IkujiroNonaka

I define knowledge as a capacity to act. Karl-Erik Svelby (The New OrganizationalWealth)

Knowledge is information that changessomething or somebody either by becominggrounds for action or by making anindividual (or an institution) capa ble ofdifferent or more effective action. PeterDrucker (New Realities)


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Definition of Knowledge /2 In summary, knowledge is capa city for

effective a ction, producing results orcrea ting va lue

Information is know what, what is or what isinteresting.

Knowledge is know how , w hat w orks or what isuseful.

Information

Knowledge = capacityfor effective action

Information useful foreffective action


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From Data to Wisdom Data: qualitative or quantitative record

of observation

Information: data + interest of a user

Knowledge: information + utility to auser for effective action

Technology: explicit knowledge, usually

patented Expertise: tacit knowledge, personal

Wisdom: information or knowledge +ethical framework or wholistic

perspective


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IM vs. KM

Information management (IM) dealswith information objects, and with

people-to-information interface KM deals with both people-to-

information and people-to-peopleinterfaces.

KM attends to both explicit and tacitknowledge, while informationmanagement can handle only explicitknowledge.


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I nformation M anagement

Raw Data Data Processor

Storage

Information

Manager/Administrator/Personnel

Problem/Dilemma/

Issue

Problem-Solving/Decision-Making

Results

Feedback

Business Process Cycle

Information System

Information Technology

. Plan

. Organize

. Direct

. Control

. Relevant

. Current

. Accurate

. Complete

. Economical


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KM, IM, HRM


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Definition of CapitalCapital is anything that yields regular

income Robert Kiyosaki in Rich Dad,Poor Dad

CapitalRegularIncome

Financial Capita l ( e.g., stocks)

Natural capital ( e.g., mango tree)Social capital ( e.g., ninong/ ninang)I ntellectual capital ( e.g., expertise)

Dividend or intere st

Natural income ( e.g., mangoes) Gifts every Christmas Salary or professional fees


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Private Sector:

Intangible Assets > Tangible Assets

Increasingly, intangible knowledgeassets are dwarfing the value of tangible

book assets of many organizations. S.L. Mintz, CFO Magazine, February 1, 2000,http://www.cfo.com/article/1.5309.1086.00.html


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Corporations Market Value Consist

Mostly of KnowledgeThe accounting system does not

capture anything really. Judy

Lewent, Chief Financial Officer, Merck


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Some Examples of Knowledge

Brand, reputation, customer loyalty

Distribution channels, customer networks

Strategic partnerships/alliances,franchisees/franchisor

Connections with key governmentofficials/agencies

Pool of consultants

Stakeholder Capital

(Customer Capital or

External Capital)

Work processes

Patents, copyrights, trademarks

Documents, manuals, work templates,formulas

Databases

Documented best practices

Institutionalized systems/procedures

Structural Capital

(Process Capital or

Internal Capital)

Expert or skilled technical/professionalemployees

Morale and loyalty of personnel

Business process owners

Experienced and high performanceexecutives

Human Capital


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Short Workshop #2 What knowledge assets in your

institution are critical (when lost,

they affect the institution)?


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Freedom Wall #2

Students

Alumni support

Community support(parents/benefactors/sponsors)

Affiliations/LinkagesMarketability of courses offered

ICT infrastructure (software,hardware, network, databases)

Manual of operations

Documented best practices

Good curriculumGood student services (not all)

Vision-mission-objectives

Administration support (not all)

Skills upgrading scheme

Experts in their field faculty(competency, skills)

Staff and personnel (loyal,efficient)

Management/Leadership skills

Stakeholder CapitalStructural CapitalHuman Capital


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Short Workshop #3 Among the critical knowledge assets

(CKAs) identified in Short Workshop

#2, what can be supported by IT?


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Insights on Short Workshops #2 & 3 Not all critical knowledge assets

(CKAs) of an organization can be

supported by IT The non-IT CKAs form part of the

culture to be established to creategreater value on products or services

A KM system is a fusion of IT(codification) and non-IT interventions(personalization)


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Learning is Reflection-in-Action

Any group

activity,project orprogram, orany personalaction oractivity

Lessons

LearnedMeeting (LLM) Reflect Review Evaluate

Information useful for moreeffective

and efficient action(KNOWLEDGE)

Value Creation Learning


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Trigger Questions What worked well? What didnt work? Why?

What went well? What went wrong? Why?

What are the success and failure factors? How different would you do it the next time

around?

Worked well Best or Good Practices

Didnt work/went well Next Practices


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Knowledge Management andOrganizational Goals


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Question #1

UsefulKNOW-HOW

ValuableRESULTS

Effective

ACTION

Value Creation

QUESTION 1:Select 1 very valuable resulta school is seeking.


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ADDU: The Object of Study Vision

Mission Statement

Goals


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Key Words of the ADDU Vision-

Mission Statement The Ateneo de Davao University is a

Filipino, Catholic, Jesuit

University.

Filipino

Catholic

Jesuit

University


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Key Thrusts of the Mission

Statement

University

Catholic

Jesuit

Filipino

Academic Excellence

Spiritual Growth

Faith-Based Social

Involvement

Cultural Rootedness

(Magis)

(Fortes in Fide)

(Faith and

Justice)

(Filipino

Nationalism)


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One Common Task

Formation ofPersons-For-Others

(PFOs)


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Characteristics of the PFO Integral Formation (Wholistic)

Solid Foundation (Strength of Character)

Christ-Centered (Fortes in Fide) Core Values (4 Cs, 5 Ss)

Cura Personalis (Personal Care)

Magis (the More)

Dialogical (Experience-Reflection-ActionPraxis)


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The University Effort TowardsForming PFOs

Formation

of PFOs

Academic Excellence

Spiritual Growth

Faith-Based Social

Involvement

Cultural Rootedness

Academic Programs

Administration and Staff

Campus Ministry

Social Involvement

Coordinating Office

Support Service Offices

(AO, OSA, GO)

Extension Offices


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Generic Production System Model

INPUT: raw materials appropriated from the environment and introduced into

the system [Student Recruitment]

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The Generic Production System Model

EE

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VV

II

RR

OONN

MM

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TT

THRUPUT: The process consists of the complex set of operations or stages,procedures or activities which transform the input [Level and Subjectshandled by teachers] [The Curriculum and Instruction] [Co- and Extra-Curricular Programs]

OUTPUT: The Finished Product with new value added which is then issued to theenvironment [The Ideal Graduate]

Quality Control Mechanism

THRUPUT

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RR

OONN

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INPUT OUTPUT

Feedback Loop

FEEDBACK: From the graduates themselves (alumni), their employers, the industryin general serve as new input for improvement.


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Rewind: Question #1

UsefulKNOW-HOW

ValuableRESULTS

Effective

ACTION

Value Creation

QUESTION 1:Select 1 very valuable resulta school is seeking.

** PRODUCING THE IDEALGRADUATE **


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Question #2

UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

Value Creation

QUESTION 2:What very important businessprocess is intended to producevaluable results?


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Business Process A connected set of activities (or work flow)

to produce a product or service valued byconsumer/clients

The end product or service is used, availed

of or consumed by external clients,consumers or stakeholders. The output isof value to consumers.

Administrative and other support activitiesfor internal clients are called supportbusiness processes.

The process or work flow may or may notbe formally recognized, given a name, ordocumented fully.

The work flow may cut across organiza-tional units.


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Main Processes in the Academe /1 Administration

Leadership/Management (Board ofTrustees, President, Deans, Chairs,Coordinators, Directors)

Recruitment/Admission (AdmissionsOffice)

Student Records (Registrars Office)

Library and Audio-Visual Resources

(Library) Financial Sustainability (Finance Office)

Physical Resources (Physical Plant Office)

Human Resources (Personnel Office)

Information Systems (MIS Office)


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Main Processes in the Academe /2 Instruction

Academic Programs Classroom and Laboratory Instruction

Faculty and Staff Development

Curriculum Development

Materials Development (Coursepacks)

Facilities Development (Lec, Lab)

Co-Curricular Programs

Student Interest Groups/Clubs Structured Support Programs (FYCF, CWTS)

Extra-Curricular Programs Campus Clubs (Student Govt, Religious,

Socio-Civic, Publications, and the like)


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Main Processes in the Academe /3

Research

Project and Theses Direction

Faculty-Student Special InterestGroups

Research and Publications (Division-based, University-wide)

Extension Industry Linkages/Partnerships

Faculty Consultancy Services

Community Involvement Programs


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Rewind: Question #2

UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

Value Creation

QUESTION 2:What very important businessprocess is intended to producevaluable results?

** CLASSROOM AND LABORATORYINSTRUCTION **


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Value Proposition

UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

Value Creation

Value Proposition: If we do action Xwell, we achieve valuable result Y


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Classroom and Laboratory Instruction

Processes

Lesson Preparation

Classroom management (prayer,attendance, assignments, etc.)

Deliver the prepared lessons (lec, lab)

Conduct assessment (quizzes, exams,return demo, boardwork, recitation,etc.)

Review of lesson taken (recap)

Consultations

Class Observation and Evaluation


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Question #3

UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

Value Creation

QUESTION 3:What are the very importantknowledge inputs and supportsto the business process?


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KM Proposition

UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

KM Proposition: If we manage wellknowledge assets k1, k2, then weperform the business process well.

Knowledge Management


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Important Knowledge Assets

Classroom management skills

Syllabi and lesson preparation skills

The art of questioning and handlingquestions

Test construction skills

Public speaking skills


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Gist of High Octane KM

Managing the CKAs from Question #3= minimum KM which would yield very

big benefit to the institution This would be the KM that would give

the institution big mileage per unitof effort

A High-Octane KM for the institution


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Knowledge for Value Creation


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High Octane KM Revisited

UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

WHAT is the right thing to do?

WHY or WHAT FOR does ourinstitution exist?

HOW do we do it well?


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Higher Octane KM

UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

What is a BETTER thing for us to do?

Have we missed something evenMORE valuable?Who says so? The customers!

HOW shall we do it BETTER?


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Knowledge Cycle

Learn

InnovateSource outDocument

Buy

Use/ReuseApplyDeploy

Benefit/value is created at thepoint of use

ShareTransferDistributeSynergizeCombine

EncodeClassifyOrganize

Store/retrieve

TestValidateMeasureAdapt

Potential benefit/value is created

Internal &ExternalSensing


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Knowledge Use and KnowledgeCreation

Marketing and innovation produceresults. All the rest are costs.

Peter Drucker


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Customer Feedback Innovation

Process/ ProductI nnovation

Solvean unmet need/problem

of customers

Satisfy customersCreate value

Generate revenueCreate opportunity

More/new customer

Identify an unmetneed/problem of customers

Ext erna l Sensing:

Survey or questionnaireInterview or FGD

Customer complaintsMarket foresight

Technology foresight


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Problems and Complaints

Do not be afraid of problems andcomplaints from clients. Why?

Behind every problem is anopportunity.


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Problem Innovation

PROBLEM Expense in hiring grass cutters

Long waiting between ordering andreceiving food in a restaurant

Bad weather or winter prevents joggingoutdoors

Checking the time early in the morningwithout waking too much you cant goback to sleep

Children playing and opening medicinebottles

Comb works only in one direction

Paper fasteners or clips too bulky or

ruins paper Swiss watches losing to Japanese

digital watches

Firms do not precisely need hardwareand software pushed by IT vendors

Tracking politics, alliances andcross-talk: among top executives in anorganization

INNOVATION Raise goats

Fastfood method

Indoor exercises

Talking clock (says the time when youpress a big button on top)

Child-proof bottle caps

Cylindrical hair brush

Paper clip

Swatch; sell fashion and style, notwatches

Sell tailor-made business solutions tospecific business needs

Sociogram


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KM and Organizational Performance


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Knowledge ManagementStrategies and Tools


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Quickie Poll #1

What percent of the knowledge inour brains are documented orwritten in books, manuals, journals,articles, and the like?


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Tacit Knowledge vs. Explicit

Knowledge /1

We have more tacit knowledge (inour brains) than explicit knowledge(documented)

75% tacit vs. 25% explicit


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Other Examples of Knowledge

Documented bestpractices

Course programs, e-

learning systems Process tools

Formulas: pharmacy,cooking recipes, menus,etc.

Portals, databases Directories of customers,

suppliers, business allies

Undocumented butefficient work processes(it works well!)

Workable prototypesbefore blueprint or patentpapers

Workarounds

Tricks of the trade

Networks: professional,customer, industry

Business alliances andstrategic partnerships


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Work Templates: Useful (Explicit)

Knowledge Objects

Formats of reports and communications that areregularly sent or used

Process descriptions and workflows, guidelines forcertain activities

Set of standard documents for a particular

requirement, such as those needed in starting up anenterprise, e.g., for registration with SEC, BIR, andDavao City government, certifications on bankdeposits, etc.

Excel files for regular recording, summarization andreporting of financial, statistical and other data

Sample project studies and project proposals thatwere successful or were approved, and which can beused as template fof the next similar studies orproposals

Questionnaires/surveys that are regularly issued orcan be re-used


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Transferring Tacit Knowledge

Easy to write/Verbalize

Difficult to write

or verbalize

Tacit knowledgeof an expert

Tacit knowledgeof a learner

Documentationor Manual

Tacit knowledgeof a learner

Learning of

learners

Storytelling,Demonstration

Write-up by expert,

Questionnaire,AV Recording

Practice

Apprenticeship,Mentoring,Coaching


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Quickie Poll #2

What percent of your presentskills/expertise came from yourformal schooling?


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Knowing-Doing Gap

After 4 years of studying theknowing-doing gap, Stanfordprofessors Jeffrey Pfeffer and Robert

Sutton concluded:one of the most important insights

from our research is that knowledgethat is actually implemented is much

more likely to be acquired fromlearning by doing than from learningby reading, listening, or eventhinking. (The Knowing-Doing Gap)


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Modes of Knowledge Transfer

Mentoring/coaching,

Learning while doing,

On-the-job training,

Demonstration byexpert

Management games,

Computerizedsimulations,

Role playing

Work templates andmanuals,

After-action reviews,

Lessons-learnedmeetings

Case studies,

Industry benchmarksand best practices,

Storytelling

Corporate universities,In-house training

programs

Academic degreeprograms,

Professional journals

Immediate(during use)

Remote from Use

Proximate(before or after use)

ImmediacyOutside theWork Setting

Within theWork Setting


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The KM Audit Question

UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

Core and criticalbusiness processes

The institution creates valueFor itself and its clients

Critical knowledgeassets

How well do knowledge assets supportcore & critical business processes?(identification of top knowledge gapsthrough certain instruments)


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KM for Operational Efficiencyof Existing Business Processes

Business Goals

Documentation ofExisting Processes

Workflow DiagramsWork Templates

Directories/DatabasesData Flow Diagrams

KM Audit

Priority Knowledge GapsKM Readiness Scale

Critical knowledge assets

Existing ProcessesCore

CriticalSupport

KM Solutions

ITNon-IT

IT Solutions(mostly explicit)

Non-IT Solutions(mostly tacit)


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Demand-Driven KM AuditData Gathering

Knowledge AssetsNeeded for Business

Process

(ideal wish list)

Score by importance

Knowledge AssetsNeeded for Business

Process

(ideal wish list)

Score by availability andQuality of what is available

Knowledge Gap

Prioritize by gap scoreCharacterize priority gaps

Demand Side

Supply SidePer Business Process


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Demand-Driven KM AuditAnalysis

Organizational gaps inknowledge, tangibleassets and energy

List of knowledgeAssets needed

(knowledge taxonomy) Score byImportanceAvailability

Quality

Rank knowledge gaps

Characterize knowledge

supply to fill priority gaps

Optimum mix of cost-effective KM solutions

Demand Side

Supply Side


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UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

Value Creation

Operational KMHow doe we do it well?

(= Operational efficiency)

Aligning KM to Organizational Purpose


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UsefulKNOW-HOW

ValuableRESULTS

EffectiveACTION

Value CreationWhat is the right thing to do?(= Creating greater value)

Operational KMHow doe we do it well?

(= Operational efficiency)

Aligning KM to Organizational Purpose


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KM for Creating Greater ValueInnovating/Improving Business Processes

Needs of StakeholdersStakeholder survey

Survey of Internet surfersSurvey of BOT preferences

Survey of market intelligenceneeds of members

Documentation ofExisting Processes

Workflow DiagramsWork Templates

Directories/Databases

Data Flow Diagrams

Organizational

LearningLessons learned meetingsCopying best practices

Innovating next practices

LO Diagnostics

KM SolutionsIT

Non-IT

New or ImprovedProcesses

More efficient staffoperations (internal KM)

Better services for stake-holders (external KM)


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Codification vs. Personalizationin Service Organizations

Knowledge in people; focus

on people-to-people interfaceAppropriate for client-specific services with highexpertise and tacitknowledge content

Personnel are skilled ininnovation, improvisationand people skills

Knowledge in databases;

focus on people-to-documents interface

Appropriate for deliveringrecurring types of servicewith low tacit knowledgecontent

Personnel are skilled in ITapplications and reuse ofknowledge

People Track:

Personalization Strategy

IT Track:

Codification Strategy


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Multiplying Benefits via Networks

Network a group of users of the samegood/service wherein the benefit enjoyed bya user increases as the number of usersincrease

Knowledge network multiplicative mutualbenefit via ICT-enabled sharing anduse/reuse of knowledge

Examples: Telephone network Internet

Fax machine users Library consortium VHS users e-group Internet users B2B trading community Guilds Professional organization


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Two Modes of Driving Knowledge

Transfer

Know ledge Push

Publishing books,newspapers, leaflets,magazines

Setting up a website orinternet portal loaded withinformation

Information gratuitouslyposted in an e-group orInternet discussion list

Internet advertising

Knowledge Pull

Help Desk or E-mail Us;website or portal featuresthat allow Internetsurfers to ask information

Call Center

Query posted in an e-group or Internetdiscussion list

Search engine


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Choices in Sourcing Knowledge

Traditional R&D, product

development and innovationTeam learning, e.g., lessonslearned meeting

Process innovation,innovating next practice, workimprovisation, work around

Organizational Learning

Buy knowledge from outside:

software, consultants, booksDocumentation and transferof tacit knowledge (e.g., bestpractices)

Face-to-face transfer ofknowledge, e.g., mentoring,peer visit, understudy

Traditional training modes

Library or Internet research

Culture:

(Farming or Agriculture)

Create New Knowledge

Capture:

(Hunting & Gathering)

Manage Existing Knowledge

Transfer of best practice =Copying from the past

Innovating next practice =Contributing to the future

MENU OF KM TOOLS


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End of Presentation

Q & A