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Knowledge Management Strategies to Improve Business Performance
Chris PaladinoChris PaladinoMarch 11, 2002March 11, 2002
(703) 947-2394(703) 947-2394
[email protected]@accenture.com
Knowledge Technologies 2002Knowledge Technologies 2002
TopicsTopics
• KM ApproachesKM Approaches• Implementation FrameworkImplementation Framework• Success FactorsSuccess Factors• QuestionsQuestions
KM KM ApproachesApproaches
• KM DefinitionKM Definition• KM ConsiderationsKM Considerations• Knowledge SpiralKnowledge Spiral• Accenture KM ModelAccenture KM Model
KM DefinitionKM Definition
A collaborative and systematic process for acquiring, creating, synthesizing,
and sharing information, insights, and experiences to achieve organizational
goals.
KM ConsiderationsKM Considerations
• How do you create a culture for sharing?
• Which people need to be empowered to contribute the right knowledge?
• Are priorities aligned with measurements?
• Are the right processes in place to- capture, refine, and create knowledge- disseminate, share, and apply knowledge to deliver business value?
• What tools are currently in place?
• What tools are needed to enable the environment?
• How do you fill the gap?
• Which factors are critical for my business that can be addressed by Knowledge Management?
• Which knowledge adds the most value?
• What are the highest priority initiatives?
Although many companies recognize the importance of a more effective use of their Although many companies recognize the importance of a more effective use of their knowledge, most struggle with where to start.knowledge, most struggle with where to start.
Strategy
TechnologyPeople
Process
©Accenture, 2002
Knowledge SpiralKnowledge Spiral
Collaboration Externalization
CombinationInternalization
21
34
Nonaka, I. And H. Takeuchi, The Knowledge-Creating Company. New York: Oxford Univ. Press, 1995.
• Messaging
• Peer-2-Peer
• eTeamSpaces/ eConferencing
• Discussion Forums
• Content Management
• Knowledgebases
• Workflow
• Portals
• eLearning
• Searching
• Personalization
• Push/Profiles
• Knowledge Mapping
• Data Mining
• Synthesized Knowledge
Accenture KM ModelAccenture KM Model
Work ModelsWork ModelsWork ModelsWork Models
Transaction Model Expert Model
Integration Model Network Model
• Systematic, repeatable work
• Highly reliant on formal processes, methodologies, or standards
• Dependent on tight integration across functional boundaries
• Routine work
• Highly reliant on formal procedures and training
• Dependent on individual workers and enforcement of strict rules
• Improvisational work
• Highly reliant on deep expertise across multiple functions
• Dependent on ability to build high commitment, flexible teams
• Judgment-oriented work
• Highly reliant on individual expertise and experience
• Dependent on star performers - characterized by star cultures
Routine Interpretation / JudgmentComplexity of Work
Lev
el o
f In
terd
epen
den
ce
Collaboration
Individual Actors
Knowledge workers
*A one size fits all approach to developing a knowledge management system will not work
©Accenture, 2002
TopicsTopics
• KM ApproachKM Approach• Implementation FrameworkImplementation Framework• Success FactorsSuccess Factors• QuestionsQuestions
Implementation FrameworkImplementation Framework
Processes
Tools/Services
Knowledge Environment Architecture
Infrastructure Global WAN Office Platform
Document Management
Messaging Internet
Database Platform
Content
Roles
• Search• Profile• Link Management
• Knowledge Mining• Visual Controls• Portal
• Abstractors• Routing/Workflow• Collaboration
• Contribute• Access Control• Creation
• Feedback• Community
Management
• Archive/Delete• Activity Monitoring• Aging
• Community Member• Expert
• Content Manager• Knowledge Technologist
• Knowledge Sponsor• Knowledge Integrator
• Synthesize• Validate• Valuation
LAN
• Translators• Security• Alerts
Information Interfaces
Communication & Collaboration
• Knowledge Maps• Directories• Attachments
• Internal/External Info
• Knowledge Bases
Ch
ang
e E
nab
lem
ent
Pro
gra
m M
anag
eme
nt
Dev
elo
pm
ent
Op
erat
ion
/ A
dm
inis
trat
ion
• Synthesized Knowledge• Discussions• Community/Home Pages
Best Practices
Customer Management
Research &Development
Individual & Organizational Learning
Applications
TopicsTopics
• KM ApproachKM Approach• Implementation FrameworkImplementation Framework• Success FactorsSuccess Factors• QuestionsQuestions
Success FactorsSuccess Factors
Executive sponsorship will be essential to establishing this knowledge sharing environment. The cultural changes necessary to shift to a sharing environment must be actively supported and fostered throughout the organization by executive team.
Navigation
Enablement BusinessOwner-ship
ExecutiveLeadership
User’s understanding and commitment to use the knowledge environment. A critical mass of users who are willing to share, contribute, and use what is available must be established for the potential of the environment to be realized.
Technical infrastructure must support sharing from both a cost and architectural standpoint.
Ongoing training and support will be necessary to both establish the critical mass of users and to ensure the continued understanding and effective use of the environment as it evolves. Motivation and reward systems
will need to be created to inspire people to contribute to and use the knowledge environment.
Integration of sharing into normal activities so it doesn’t appear as a burden, but rather as an enabler.
Detailed Planning that incorporates activities, schedules, milestones, risk management, and the appropriate monitoring and tracking tools to support success.
Knowledge Strategy that identifies the vision, business goals, stakeholders, and activities to be accomplished.
Questions
Chris PaladinoChris PaladinoMarch 11, 2002March 11, 2002
(703) 947-2394(703) 947-2394
[email protected]@accenture.com
Knowledge Technologies 2002Knowledge Technologies 2002
