Prof.€€Jann€€Hidajat€Tjakraatmadja...Prof.€€Jann€€Hidajat€Tjakraatmadja Director€Centre€of€Knowledge€€for€Business€Competitivenes€SBMITB President€Knowledge€Management€Society€Indonesia

Prof. Jann Hidajat TjakraatmadjaDirector Centre of Knowledge for Business Competitivenes SBMITB

President Knowledge Management Society Indonesiajannhidajat@sbmitb.ac.id

11/02/2013

1

Jann Hidajat HCKM2013 UTM

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AGENDA

1. Knowledge Era

2. Knowledge Workers & Human Capital Paradigm

3. KnowledgeBased Enterprise

a. Learning Organization (LO)

b. Knowledge Management (KM)

c. Knowledge Innovation Management (KIM)

4. KnowledgeBased Economy

2

11/02/2013Jann Hidajat HCKM2013 UTM

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3

PART1

Prof. JANN HIDAJAT TJAKRAATMADJADirector Centre of Knowledge for Business Competitivenes SBMITB

President Knowledge Management Society Indonesiajannhidajat@sbmitb.ac.id 11/02/2013Jann Hidajat HCKM2013 UTM

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Peter F Drucker: KNOWLEDGE ERAØTransformation era towards ‘postcapitalist

society’ (knowledge era)

ØKnowledge (knowledge workers) is a mainresource of organization and economic

KNOWLEDGE?1. Peter Drucker, in The New Realities: “Knowledge is

information that changes something or somebody — eitherby becoming grounds for action, or by making anindividual capable of different or more effective action.”

2. Knowledge as intangible asset, embedded in KNOWLEDGEWORKERS (individual capacity to effective action).

4


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5

•“The most important, and indeedtruly unique, contribution ofmanagement in the 20th century wasthe fiftyfold increase in theproductivity of the manual worker inmanufacturing.”

•“The most important contributionmanagement needs to make in the21st century is similarly to increase theproductivity of knowledge work andthe knowledge worker”

Knowledgeera rely on

KNOWLEDGEWORKER

Peter F. Drucker


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6

Changing WorldKNOWLEDGE ERA

SOLUTIONTO SURVIVE?

COMMITMENT TOLEARNING

COLLABORATION(MULTI DISCIPLINE) FUTURE AS THE ASSETS

KNOWLEDGEEXPLOSION COMPLEXITY UNPRECEDENTED

CHANGESPEED OF CHANGE

(INNOVATION)


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7

1. Knowledge is a main organization and economic resource.

2. Human capital is a key component to create newinnovation which brings value

3. Knowledge which can be transformed into process/ system(explicit knowledge) is more valuable compared toknowledge in the form of human mind (tacit knowledge)

4. Value and product price is determined by knowledgecontents embedded in it

5. Knowledge dissemination is not restricted by rules orregulations

6. Knowledge dissemination is not restricted by space & time

7. Effective communication strongly affects knowledge flow

(Amidon, 1997)


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8

a. KNOWLEDGE WORKER, they knowabout their job more than their boss

b. Human as creator and user ofknowledge, become organization’smain asset (HUMAN CAPITAL)

c. How to transform KNOWLEDGEWORKER to become HUMAN CAPITAL(organizational capability todifferent); than

d. “How to institutionalize HUMANCAPITAL to become LEARNINGORGANIZATION (LO) disciplines


One does not“manage” people. Thetask is to lead people,

and the goal is tomake productive thespecific strengths and

knowledge of eachindividual

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9KnowledgeKnowledge WorkersWorkers LostLost

Knowledge eraKnowledge eraconcern aboutconcern aboutKNOWLEDGEKNOWLEDGE

LOSTLOST

I bring myknowledge

died ormove to

othercompany


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10

PART2

Prof. Jann Hidajat TjakraatmadjaCENTRE OF KNOWLEDGE FOR BUSINESS COMPETITIVENES SBMITB

PRESIDENT KNOWLEDGE MANAGEMENT SOCIETY INDONESIAjannhidajat@sbmitb.ac.id 11/02/2013Jann Hidajat HCKM2013 UTM

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11HOW TO DEPLOYING KNOWLEDGE (TRANSFORM TACIT TOEXPLICIT KNOWLEDGE) FOR MAXIMUM CREATION OF

VALUE?•COMMUNITY SERVICES• MAXIMUM BENEFITS• GOOD GOVERNANCE

KnowledgeManagement

ValueCreation

Step

Step

a. Tacit Knowledge = not articulated, notdocumented or not encoded knowledge.

b. Explicit Knowledge = documented in print oraudiovisual material or encoded indatabases

c. Tacit : Explicit = 80% : 20% among USAcompanies

KNOWLEDGE ASSET(TACIT KNOWLEDGE)

BEST WORK PROCESSES(EXPLICIT

KNOWLEDGE)


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1. THE PRIMARY VALUE LEVER ISKNOWLEDGE WORKERS

12

2. THE SECONDARY VALUE LEVER ISINFORMATION

1. Hard and Soft Data2. Community Opinions

Serafin Talisayon”99 Paradigm Shifts


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13

Human Resource Management (People as a liability)SHIFT TO

Human Capital Management (People as a Capital)

No COUNTRY GDP/CAP2008

PEOPLE CAPCONTRIBUTION

HDI2009

1 Japan US 38,443 80% 102 Australia US 47,498 80% 23 USA US 46,716 60% 134 Singapore US 37,598 80% 235 Brunei Na 306 Malaysia US 7,222 667 Indonesia US 2,254 1098 Vietnam US 1,053 116

HRM

HCM


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14INTANGIBLE to TANGIBLE ASSETS ratios now in average = 3 : 1

PhisicalCapital

CredibilityCapitalWork

attitudes,Values &culture

TANGIBLE ASSETS

INTANGIBLEASSETS

YEARINTANGIBLETO TANGIBLE

RATIO

1978 20 : 80

1988 55 : 45

1998 70 : 30Patrick H Sulivan – “Value

Driven IntellectualCapital (2000)”

Serafin Talisayon”99 Paradigm Shifts

IntellectualCapital

(Individual)Expertise,ExperienceCapability,Capacity

Creativity,Adaptability

Social Capital(Team)

Network,Interaction

Relationships,Language,Alliances

Corporate Capital(Organization)

Intellectual, property,Processes, Databases,Flexibility, Libraries


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1. 75% of the jobs of the future will be knowledgebased jobs

2. and yet.......

a. 75% of current workforce (age 25 to 34) havenot completed college

b. 21% of the current adult population has onlybasic literacy skills

c. 75% of workers will need retraining within thedecade

15

1997 2000 2002 2005Training Invest Factor ($) 441 495 549 630


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16 Serafin Talisayon”99 Paradigm Shifts

R&D

Learning Organization

Administrative Support

Info (ICT)Structure

ORGANIZATIONALPERFORMANCE

Use

Sharing,Transfering

OrganizingStorage,Access

Learning,Creation,Capturing

External& Internal

SensingWork Process

ExternalKnowledge

(1)KNOWLEDGE

WORKERS

(3)PROCESS

(2)TECHNOLOGY

(4)KNOWLEDGE

CYCLE

1616


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17

LEARNINGORGANIZATION (LO)

KNOWLEDGEMANAGEMENT (KM)

KNOWLEDGE INNOVATIONMANAGEMENT (KIM)

+

+

PROCESS ANDTECHNOLOGY

INNOVATIONMANAGEMENT

MARKETABLEGOODS AND

SERVICESfor

17


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New Knowledge(Innovation)

New Knowledge(Innovation)

Know Why(enrich)

Know Why(enrich)

Know How(Explicit Knowledge)

Know How(Explicit Knowledge)

Know What(Tacit Knowledge)

Know What(Tacit Knowledge)

To innovate (4)

To enrich(share) ..(3)

To retain(store)..(2)

To know (1)

FROM KNOWLEDGE TO INNOVATION

18

CH

AN

GE

PR

OC

ESS

18


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PART3


PRESIDENT KNOWLEDGE MANAGEMENT SOCIETY INDONESIAjannhidajat@sbmitb.ac.id

19


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LEARNINGORGANIZATION (LO)

KNOWLEDGEMANAGEMENT (KM)

KNOWLEDGE INNOVATIONMANAGEMENT (KIM)

+

+

PROCESS ANDTECHNOLOGY

INNOVATIONMANAGEMENT

MARKETABLEGOODS AND

SERVICESfor

20


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PART3.1

21


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22

ORGANIZATION as HUMAN BEINGORGANIZATION as HUMAN BEING

PHYSIC/BODY =PHYSIC/BODY =SYSTEMSYSTEM && INFRASTRUCTUREINFRASTRUCTURE

SOUL=SOUL=VALUES/CULTURE/VALUES/CULTURE/SPIRIT/CREATION

TECHNOLOGY & PROCESS(TOOLS TO WORK)

PEOPLE(BEHAVIORBEHAVIOR TO LEARN & WORK)

TECHNOLOGY

PROCESSPEOPLELEARNING AS A BASIC

OF TRUTH


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23

The set of individual, team and organizationalprocesses and skills for creating new knowledge

(e.g. Work improvement, improvisation,process or product innovation) at all levels and

units in an organization and for sharing ortransferring knowledge across an organization

to those who need it.

Is an organization skilled at creating,acquiring, and transfering knowledge, and at

modifying its behavior to reflect newknowledge and insight


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24

ECONOMIC COMPANYECONOMIC COMPANY LIVING COMPANYLIVING COMPANY

LIKE MACHINELIKE MACHINE LIKE HUMAN BEINGLIKE HUMAN BEING

PhilosophyPhilosophy:: Company =Company =Activities CollectionActivities Collection

((Profit for RichProfit for Rich))

Economic MachineEconomic Machine(Assets = Non Living Assets)(Assets = Non Living Assets)

Economic Value AddedEconomic Value Added

PhilosophyPhilosophy : Company =: Company =Human CollectionHuman Collection

((Profit for LifeProfit for Life))

Living MachineLiving Machine(Modal = Living Assets)(Modal = Living Assets)

Learning Organization

1.1. Economic Value AddedEconomic Value Added2.2. Spiritual Value AddedSpiritual Value Added

Mechanic Organization


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25

COMPETITIVENESS

SMART

INNOVATION

FLEXIBLE

QUALITY

COST

YEAR 60TH 70TH 80TH 90TH 00TH

INNOVATIVE ORGANIZATION

FLEXIBLE ORGANIZATION

QUALITY ORGANIZATION

EFFICIENT ORGANIZATION

LEARNING ORGANIZATIONIN

DU

STR

IAL

MA

NU

AL

KN

OW

LED

GE

SKILLS

MUSCLE

KNOWLEDGE


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26 of 43

TIME

Org

an

iza

tion

al

Dev

elop

men

t

1985 1990 1995 2000

TOTAL QUALITYORGANIZATIONS(adaptive)

LEARNING ORGANIZATIONS(keeping ahead of change)

WORLDCLASS ORGANIZATIONS(continuous improvement to become and sustain being the best)

26


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27 of 43

1. THE FIRST WAVES: focus on improving WORK PROCESSES:

a. Champion continual improvement (kaizen)

b. Remove barriers – cultural/habit and systembarriers

c. Support new practices training (problem solving,TQM, etc) and competitive benchmarking skills

2. THE SECOND WAVES: the focus shifts from improvingwork processes to improving HOW WE WORK – fosteringWAY OF THINKING AND INTERACTING conducive tocontinual learning about a dynamic, complex, conflictingissues that determine systemwide performance.

3. THE THIRD WAVES: learning becomes institutionalizedas an inescapable WAY OF LIFE for managers and workersalike.

WHERE WE ARE?11/02/2013Jann Hidajat HCKM2013 UTM

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28

LEARNING HABITAT (1)

LEADERSLEADERSHIPHIP(2)(2)

HU

MA

NC

AP

ITAL.. (3)

LEA

RN

ING

FA

CILITIE

S(4)

LEARNING ORG. DISCIPLINES (5)

ORGANIZATION SMART


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29

Indicators of MUTUAL TRUST:1) Well nurtured reliance, which grows from mutual trust

and empathy.

2) Well nurtured friendship and sincere communication,which grows from trust and adaptive position.

3) Capable of resolving conflict, which grows from ability toshare beliefs and thoughts.

4) Well nurtured ethical openness, which grows fromwillingness to accept suggestions and ethical critiques.

a. A CLIMATE OF TRUST – is critical for trust tothe free exchange of knowledge/information.


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30

b. LEARNING CULTURE: values or beliefs or daily workinghabits, which underlies behavior and employee perceptions inthe knowledge transformation or transfer and combinationamongst organizational members or with organizationalpartners.

Indicators of Learning Culture:1. Spirit for sharing knowledge, which grows from habits of sharing

knowledge.

2. Attitude of respecting customers, which grows from caring ofcustomers and other employees.

3. Tolerance towards different opinions and mistakes, which growsfrom beliefs that differences and mistakes (unintended) arehuman traits, which result in experiences (sources of knowledgeand creativity and innovation).

4. Spirit of sustainable learning, which grows from beliefs thatknowledge quickly increases and can be mastered if we havehabits to learn continuously.


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31

Future

InternalEnvironment

Present

ExternalEnvironment

Spokesperson

ChangeAgent

Coach(Transformational)

Direction Setter(Vision)

ChangeAgent


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11/02/2013

32

Dave Urlich:The Future HR

LEADERSHIPCALLING

(Meaning)

INVESTORCONFIDENCE(Expectation)

COMMUNITYREPUTATION(Expectation)

EMPLOYEESPRODUCTIVITY(Expectation)

LINE MGREXECUTION

(Expectation)

CUSTOMERSSHARE

(Expectation)


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11/02/2013

33

Dave Urlich: The Future HR

HUMAN CAPITALDEVELOPER(Who stays and

sustains theorganization?)

STRATEGISTWhere are we

going?

TALENTMANAGER

Who goes with us?

EXECUTORHow will we makesure we get there?

Individual Organization

LongTerm

Strategic

ShortTerm

Operational

PERSONALPROFICIENCY

Am I readyTo lead?


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34

1. SYSTEMATIC PROBLEM SOLVING: Relying on thescientific method, Insisting on data, and using simplestatistical tools

2. EXPERIMENTATION WITH NEW APPROACH

3. LEARNING FROM THEIR EXPERIENCE AND PASTHISTORY: review their successes and failures.

4. LEARNING FROM THEIR BEST PRACTICES: cultivate theart of open, attentive listening.

5. TRANSFERING KNOWLEDGE: knowledge must spreadquickly and efficiently throughout the organization.


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35INFORMATION TECHNOLOGY: has led many companies

to imagine a new world of leveraged knowledge. Many companiesare rethinking how work gets done, linking people throughelectronic media so they can leverage each other’s knowledge.1. Email and internet have made it possible for professionals to

draw on the latest thinking of their peers no mater they arelocated.

2. A geologist can compare data on an oil field to similar fieldsacross the globe to assess its commercial potential.

3. An engineer can compare operational data on machineperformance with data from a dozen other plants to find thepatterns of performance problems.

4. A consulting company set up a best practices database withdetailed description of projects so consultant around the globecould draw from each others experience.

5. A computer company’s systems design group created anelectronic library of system configurations so designers coulddraw from a store of predeveloped components.


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Traditional ICT (The Typical Stovepiped Organization)Phil Britt KM World; Apr 2007; 16, 4; ABI/INFORM Global

Lots of“backroom”knowledge

sharingamong

informal“clusters”

KNOWLEDGE

Functionalorganizationsand projectteams (little,if any, cross

communication)

PEOPLE

Establishedwork

processes andmanagement

systems

PROCESS

ITinfrastructure(fragmentedcollection ofemail, file

folders,database andapplications)

TECHNOLOGY

Business LawBudget

Social and Politic

Mining and Energy

Secretariat General International relation

People housing government

House of representative

ServiceIndustry

Manufacturing industriesEducation

Very loosely defined relationship


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KM ICT (The Future KnowledgeEnable Organization)Phil Britt KM World; Apr 2007; 16, 4; ABI/INFORM Global

“backroom”knowledge

sharing beginsto dissipate

Organizationalbarriers dissolve,

and the socialnetwork

becomes highlyvisible

PEOPLE

Knowledge lifecycle

management(capturing,enrichment,

storage,transferring,

and usingknowledge)

becomeembedded

within daytoday workprocesses

KNOWLEDGE

PROCESS

IT infrastructure(fragmented

collection of email, file folders,

database andapplications)

TECHNOLOGY

BudgetEducation

Social and Politic

Mining and Energy

Secretariat General

ServiceIndustry

International relation

Manufacturing industriesPeople housing government

House of representative

storage

transfer

used

capture

enriched storage

transfer

used

capture

enriched storage

transfer

used

capture

enriched storage

transfer

used

capture

enriched

37

11/02/2013Jann Hidajat HCKM2013 UTM11/02/2013Jann Hidajat HCKM2013 UTM

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38

The difficulty in most knowledge managementefforts lies in changing organizational culture and

people’s work habits.

If a group of people don’t already have sharedknowledge, don’t already have plenty of contact,

don’t already understand what insights andinformation will be useful to each other,

information technology (IT) is not likely to create it.

WHY INFORMATION TECHNOLOGY INSPIRED BUTCANNOT DELIVER KNOWLEDGE?

“Knowledge is experience. Everything else is just information” Albert Einstein

11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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39

SharedVision

Discipline(BV)

PersonalMastery

Discipline(PM)

MentalModel

Discipline(MM)

TeamLearningDiscipline

(TB)

SystemsThinkingDiscipline

(BS)

Team Learning StageIndividualLearning Stage


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40

5. LO DISCIPLINES:PETER SENGE (1990): … … … … … … … … … … … (1)

a. PERSONAL MASTERY: Shared vision comes from personal vision.Collective commitment to learning comes from individual commitmentto learning. An organization that is continually learning how to createits future must be made up of individuals who are continually learninghow to create more of what truly matters to them in their own lives.

b. BUILDING SHARED VISION: there is no substitution fororganizational resolve, conviction, commitment, and clarity of intent.They create the need for learning and collective will to learn. Withoutshared vision, significant learning occurs only when there are crises, andthe learning end when the crises end.

c. WORKING WITH MENTAL MODELS: organizations becomefrozen in inaccurate and disempowering views of reality because welack the capability to see our assumptions, and to continually challengeand improve those assumptions. This requires fostering managerialskills in balancing inquiry and advocacy in organizations that havebeen traditionally dominated by advocacy.


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41

c. SYSTEMS THINKING: it’s not just how we learn, but whatwe learn. The most important learning in contemporaryorganizations concerns gaining shared insight intocomplexity and how we can shape change. Systemsthinking is about understanding wholes, not parts, andlearning how our actions shape our reality.

d. TEAM LEARNING: Ultimately, the learning that mattersis the learning of groups of people who need one anotherto act. The only problem is that we’ve lost the ability totalk with one another. Most of the time we are limited todiscussion, which comes from the same roots as percussionand concussion and literally means to heave one’s viewsat the other. What is needed also is dialogue – when agroup of people talk with one another such that themeaning moves through them.

5. LO DISCIPLINES:PETER SENGE (1990): … … … … … … … … … … … (2)


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42

Focus?

Develop Inner Shift Organization

a. Develop leaders

b. Develop knowledge workers

c. Develop trust and learning culture

d. Develop learning skills


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11/02/2013

43

TacitExplicit newKnowledge

Employeesinvolved

Intellectual,Credibility andSocial Capital

Enthusiasm andcommitment for

Learning & Change

(4)R2

(3)R1

(5)R3

(1) Investmentin Initiative forLearning and

Change

(2) LearningEnthusiasmand Ability

(3) IndividualLearning Outcome =

Personal Mastery

(4) Networkingand Diffusion =

SharedKnowledge

(5) OrganizationalLearning Outcome =

Human Capital

Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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ORGANIZATIONAL EXPLICIT KNOWLEDGE AS THECOMMITMENT TO LEARNING OUTCOMES

COMMITMENTTO LEARNING

OUTCOMES

CONTINUOUSIMPROVEMENT

TOTAL QUALITYMANAGEMENT LEAN

MANUFACTURING

BUSINESS PROCESSREENGINEERING

BENCHMARKING

JUST IN TIME

SIX SIGMA

CHANGEMANAGEMENT

44

LEARNING AS A BASIC OF TRUTH11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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45

PART3.b


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46

What kind ofknowledgeshould bemanaged?

Sourcing,capturing and

deploying

Knowledgeassets?

How to bemanaged?

46


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47a. KM definition: Systematic approach tomanage (sourcing, capturing anddeploying) of knowledge assets for betterwork performance. It includes providingthe knowledge worker the rightinformation he/she needs at the right timeto do a job well.

b. Explicit Knowledge = documented in print oraudiovisual material or encoded in databases

c. Tacit Knowledge = not articulated, notdocumented or not encoded knowledge.

d. Tacit : Explicit = 80% : 20%


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48

1. KM is what KM does – for business results and forcreating an organizational culture of uninhibitedsharing and replication of Knowledge.

2. KM is a tool to achieve business objectives betterand faster through an integrated set ofinitiatives, systems and behavioral interventions– aimed at promoting smooth flow and sharingof knowledge relevant to your business.


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49

=KNOWLEDGE

WORKER

(Mind set & Habits)+

PROCCESSand

TECHNOLOGY

1. Mutual Trust2. Learning Culture3. Work Competence4. Leadership

1. Policy and Strategy2. Organization & Business Process3. Performance Management4. Information & Comm Technology

KM

LO11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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50

KNOWLEDGE MANAGEMENT (KM)HUMAN WARE HARD WARE

INTANGIBLE ASSETS MECHANISM (ENABLER)

LEARNING ORGANIZATIONSYSTEM, ORGANIZATION

AND ICT (Process andTechnology)

1. SHORT TERM OBJECTIVE: How to become learningorganization – habits for continuous creating andacquiring new individual knowledge and transferring itto new organizational knowledge/behavior/actions, tosustain being the intelligence organization

2. LONG TERM OBJECTIVE: How to become world classorganization – habits for continuous performanceimprovement, to sustain being the best


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KM Framework

1. PeopleØ Soft Skills: Values,

Culture, Behavior andAttitude

Ø Hard Skills:Knowledge and Skills

2. ProcessØ Policy & RulesØ Governance: System &

ProceduresØ Business ProcessØ Principles: Efficiency,

Motivated

3.TechnologyØ Information Technology

and Tools.Ø Infrastructure.Ø Principles: Easy to

Access, Usability,Collaborative tools &Discovery tools.

PEOPLE

PROCESSTECHNOLOGY

51

51


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11/02/2013

52

HUMAN CAPITAL

KNOWLEDGEMANAGEMENT

LEARNINGORGANIZATION

PREMIUM VALUE CREATIONFOR STAKEHOLDERS

creationfor

Customers

eationfor

Stakeholders

Creationfor

Workers

INNOVATION


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53

LEARNING ORGANIZATION (LO)

IKMPROCESSES

KM

ME

THO

DS

KM

TOO

LS(IC

T)LEARNING HABIT AND CHANGE

PREMIUM VALUE CREATION(INNOVATION)


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54

Focus?Outer Shift Organization

1. Develop Change Management Strategy.

2. Develop Adaptif System and Organization.

3. Develop Information & Computer Technology.

4. Develop Performance System.


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55

10 KM PRINCIPLES

55


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3

OPERATIONSYSTEM

1

HUMANCAPITAL

(EXECUTOR) 3

KNOWLEDGEMANAGEMENT(ENERGIZER)

GREAT LEADERS(ENABLER)

3

STRUCTURE

ALIGNMENT

11/02/2013

BUSINESSSTRATEGY

56


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57

In order to sustain and thrive in thisera, companies are expected to be

intelligent LEARNINGORGANIZATION, then be able tomanage and turn KNOWLEDGE

(individual capacity to moreeffective action) into HUMAN

CAPITAL (organizational capabilityin order to different), by means of

KNOWLEDGE MANAGEMENT.

57


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58

KM PRINCIPLES FRAMEWORK

KMPROCESS

LEADERSHIP

TRUST, CULTURE AND LEARNING DISCIPLINES

HU

MA

NC

AP

ITAL

LEA

RN

ING

FA

CILITIES

LEARNING HABIT AND CHANGE

PREMIUM VALUE CREATION(INNOVATION)

LEARNING ORGANIZATION

KM

METH

OD

S

KM

TOO

LS(IC

T)


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59

KNOWLEDGE SHARING PRINCIPLE:The more a group knows of what its

member know, the better it canperform in the world.

KM requires knowledge commitmentfor sharing and using knowledge

Ksharing need DIALOGUE(conversation) Skill

59


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60

1. COGNITIVE MATURITY = High in IntellectualAbilities

2. EMOTIONAL MATURITY = High in EmotionalSelf Awareness and Self ManagementCompetencies

3. SOCIAL MATURITY = High in Emotional SocialAwareness and Relationship ManagementCompetencies


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61

KM Challenges Implementation:a. 70% are Mind Set and People Behavior:

SOFT SKILLS (Vales, Culture, Attitude andBehavior) and HARD SKILLS (Knowledge andSkills)

b. 30% are SYSTEM (Policy, System andProcedure, Business Processes) andTECHNOLOGY (Computer and ManagementInformation System).

61


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62Apin CCLFI11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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63

MODEL KNOWLEDGE STOCK AND FLOW

PUSAT PENGETAHUAN

Ambil Pengetahuan Explisituntuk merencanakan Studi

AM

BIL

Aplikasi Pengetahuan Tasitdalam Penyusunan Legislasi,Anggaran atau Pengawasan

PUSATPENGETAHUANEKSTERNAL

KEMBANGKAN DANSIMPAN PENGETAHUAN

Refleksi kelompok untuk konversiPengetahuan Tasit menjadi Eksplisit


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64

What theOrganization

Known’s

What theOrganization

Known’s

What theOrganization Must

Known's


Known's

ORGANIZATIONALKNOWLEDGES GAP

What theOrganization Is

Doing

What theOrganization Is

Doing


Do


Do

ORGANIZATIONALCAPABILITIES GAP

NEWKNOWLEDGE

CREATION

DESIREDORGANIZATIONAL

PERFORMANCE/RESULTS

DESIREDORGANIZATIONAL

PERFORMANCE/RESULTS

VALUECREATION

64

HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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65TIME

LEA

RN

ING

OR

GA

NIZ

ATI

ON

Knowledge AwareKnowledge Aware

Knowledge sharingdriven by personal

motivation andbeliefs

LIFESTYLE

Knowledge centricInstitutionalization

KM is formallyIncorporatedinto routineoperations

Internalization

Staff ContributeRecomendation to Other

65

11/02/2013Jann Hidajat HCKM2013 UTM11/02/2013Jann Hidajat HCKM2013 UTM

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NO CHALLENGES OPPORTUNITIES1 Bad decisions Speed and agility2 Poor search capability Findability3 Reinventing the wheel Effectiveness4 Repetitive mistakes Learning5 Don’t know what we know Repeatability6 Ignorance Opportunism7 Inadequate standards Efficiency8 Expertise shortages Leverage9 Poor reference capability Reliability10 Long cycle times Innovation

66

66


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67

KM is CULTURE/BELIEF ISSUE1. Have to Convince Top Leader.

2. Have to Influence Colleagues

3. Have to Motivate and Push Subordinate

4. Have to Show the Benefit

KM NEED TOP LEADER COMMITMENT

67


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68

Historical Generations of KM

ó 1st Generation – ICT / Webbased Systems

ó 2nd Generation – Collaborative Communities

ó 3rd Generation – KMEnabled Processes

ó 4th Generation – Strategic Enterprise KM

ó 5th Generation – InterOrganization KM


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KM Research Roadmap

FOCUS: InformationProcessing

TOPICS: EIS, DSS, ITTolls & System; AI

Tools; Automationof Kdata, eGovernance.

FOCUS:OrganizasionalCommunication

TOPICS:Information Flow,Communication

Network, and WorkFlow Automation

FOCUS: Info.Sharing

TOPICS:Collaboration

System, EnterpriseModel, Channel

Richness, KnowledgeRepresentation

KMResearch

inOrganizational

InformationProcessing

KMResearch

inOrganizatio

nalInformati

onProcessing

FOCUS: LEARNINGTOPICS: Learning

Environment,KCreation andDiffusion,Expert andInnovationTransfer

FOCUS: PERCEPTION

TOPIC: BusinessIntelligent

FOCUS: MAKEMEANING

TOPIC: OrganizationalCognition

FOCUS: MEMORY

TOPIC: OrganizationalMemory

KMResearch

inOrganizati

onalIntellige

nt

FOCUS: BUSINESSPROCESS DEV’T

TOPICS: BPR, TQM,KGovernance

FOCUS: KNOWLEDGEASSETS MANAGEMENT

TOPICS: Knowledge Assessment, KEconomy, andIntellectual Capital

FOCUS: HUMAN CAPITAL& WORK DEVELOPMENT

TOPICS: People Mgt Acc;Skills Management;

Creativity, Innovation &Work Development Rsc

FOCUS: KNOWLEDGEBASED COMPETENCY

TOPICS: BusinessStrategy; andOrganizationalDesign

KM Researchin

OrganizationalDevelopment

FOCUS: KM in Mgt

TOPICS: KM & DSS,KM & Mark, KM &HCMKM & ERP, KM &Finan, KM & BusStrategy, KM &Innovation

FOCUS: KM inPublic

TOPICS: KM &Farm;KM & Forest;KGovernment;KM & WaterMgt.;KM &Environment

FOCUS: KM inPrivateSectors

TOPICS: KM & Agrob;

KM & SME’s; KIZ(Knowledge

Innovation Zone)

KMIntegration/ApplicationStream

69 11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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70

PART3.c


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71

The creation, evolution, exchange andapplication of new ideas into marketablegoods and services for:

1. The success of an enterprise

2. The vitality of a nation’s economy

3. The advancement of societyDebra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken

Awakening”, 1996


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72

ISSUE KM KIM

Philosophy Knowledge as theasset Future as the asset

Focus

“sharing what weknow”, such as best

practice ortransform tacitknowledge to

explicit knowledge.

Integrates KnowledgeManagement with

InnovationManagement

GoalDevelop knowledgeeconomy (creative

economy)

Develop livelihoodeconomy


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73Debra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 1996

1ST

TECHNO ASTHE ASSET

2NDPROJECT ASTHE ASSET

3RDENTERPRISEAS THE ASSET

4THCUSTOMER AS

THE ASSET

5THKNOWLEDGEAS THE ASSET

CORESTRATEGY

R&D inisolation

Link toBusiness

Technology/BusinessIntegration

Integrationwith customerR&D

CollaborationInnovation System

CHANGEFACTORS

Unpredictableserendipity

Interdependency

SystematicR&Dmanagement

Accelerateddiscontinuousglobal change

Kaleidoscopicdynamic

PERFORMANCE

R&D asoverhead Costsharing Balancing

Risk/RewardProductivityparadox

Intellectualcapacity/ impact

STRUCTURE

Hierarchical;funct. driven Matrix Distributed

collaborationMulti dimensional COP’s Symbiotic networks

PEOPLE We/Theycompetition

Proactivecooperation

Structuredcollaboration

Focus on values & capacity

Self managingknowledge worker

PROCESSMinimalcommunication

Project toproject basis

PurposefulR&D/Portfolio

Feedback loops&informationpersistence

crossboundarylearning andknowledge flow

TECHNOLOGY Embryonic Databased Information

Based

IT as acompetitiveweapon

IntelligentKnowledgeProcessors

CUST. RETENTION CUST. SATISFACTION CUSTOMER SUCCESS


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74

VI Future as the Asset

V Knowledge as the Asset

IV Customer as the Asset

III Enterprise as the Asset

II Project as the Asset

I Technology as the Asset

AB

Adapted from Charles Handy’s Sigmoid Curve11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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75PEOPLE ROLE STRUCTURE TECHNOLOGY PROCESS PERFORMANCE

TECHNOLOGYTRANSFER

• TechnologyPush

• Skill Dependent

• FunctionallyDriven

DataBased•Linear

Sequential•Transactional

•Quantitative•Tabulations

TECHNOLOGYEXCHANGE

•MarketPull•Relationship

Dependent

•FunctionallyInterconnected

Informationbased

• Dual Communication

• MutualExchange

•Qualitative

KNOWLEDGEEXCHANGE

• PushPullBalance

• LearningProcess

• Centralized• Command &

Control

KnowledgeBased

• CrossFunctionall Communication

• ChangeOriented

•Qualitative

KNOWLEDGEMANAGEMENT

• Role Definition• Accountability

•Decentralized•LocalAutonomy

CollectiveKnowledge

Based

• IntegratedInteraction

• Transformational

•Productivity•Partner

Satisfaction

KNOWLEDGEINNOVATIONMANAGEMENT

•SelfManagingSystem

•Empowerment

• DistributedNetwork

• Multiple,DynamicModes

IntelligentKnowledgeProcessors

• ‘RealTime’GlobalLearning

• Symbiotic

•InvestmentStrategy

•PartnerSuccess

Debra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 1996


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761. Innovation Value System (not value chain = thinking linier

and static) – is dynamic and shows all interdependentrelationships

2. Strategic Business Network (not Strategic Business Units =tend to create isolated islands of knowledge) – encouragethe flow of knowledge between partners, customers,suppliers, research organization and other stakeholders,including competitors, in the innovation process.

3. Collaborative (not Competitive = winlost scenarios)Advantage – winwin situation through symbioticrelationships.

4. Customer Success (not Satisfaction = meets today’sarticulated need) – helps identify those futureunarticulated needs, the source of growth and futuresuccess.

Debra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 199611/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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77

PART4


PRESIDENT KNOWLEDGE MANAGEMENT SOCIETY INDONESIAjannhidajat@sbmitb.ac.id 11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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78

An economy that usesNatural Resources as the

key engine of growth.


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79

An economy that usesknowledge as the key

engine of growth.


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World Bank 4 pillars of the KnowledgeBased Economy Development

1. An educated and skilled population that cancreate, share and use knowledge well;

2. An efficient innovation system of firms, researchcenters, university, etc; and

3. Information and Communication Technologies (ICT)that can facilitate the effective communication,dissemination, and processing information

4. Economic and industrial regime that provideincentives for the efficiency use of the existing andnew knowledge and the flourishing ofentrepreneurship;


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81KNOWLEDGE ECONOMY INDEX (KEI)

KNOWLEDGE INDEX (KI)ECONOMIC ANDINSTITUTIONAL REGIME INDEX

EDUCATIONINDEX

INNOVATIONINDEX

ICT INDEX1. Tariff & Non TariffBariers

2.Regulatory Quality3.Rule of law

1. Adult Lieracy Rate2.Secondari Enrollment3.Tertiary Enrollment

1. RoyaltyPayment &Receipts

2.Patent Count3. Journals

Articles

1. Telephones2.Computers3. Internet

Users

KNOWLEDGE ECONOMY INDEXKNOWLEDGE ECONOMY INDEX ((KEKEI)I)

WORLDBANK

HCKM2013 UTM 11/02/201311/02/2013Jann Hidajat HCKM2013 UTM

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82

A SIGNIFICAN CORRELATED BETWEEN KEI VS GDP[WB]

WORLDBANK 2012


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KOREA (KBE) versus GHANA (NBE) Comparison:GDPKEI Trend (1960 – 2005)

WORLD BANK 2012

83


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84

LEARNING AS A BASIC OF TRUTH

COMMITMENTTO LEARNING

OUTCOMES

KNOWLEDGEBASEDECONOMY

KNOWLEDGEBASED POLITICS

KNOWLEDGEBASED SOCIETY

KNOWLEDGEBASEDCULTURE

84 of 43

KNOWLEDGEBASED

INNOVATION

KNOWLEDGEBASED SECURITY

KNOWLEDGEBASED

GOVERNMENT

KNOWLEDGEBASED LAW &REGULATION

NATIONAL EXPLICIT KNOWLEDGE AS THECOMMITMENT TO LEARNING OUTCOMES


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85

1. Bangladesh, Kamboja, Fiji, Iran, Mongolia, Nepal, Pakistanand Sri Langka not yet identified of KM implementation,whether in macro level as well as micro level.

2. Indonesia, Philipina and Vietnam didn’t have any nationalpolicy or strategy of KM implementation to developknowledgebased economy.

3. KM in Asian Countries (example):a. Korea vision (eKorea Vision 2006)b. India Vision 2020: Nation blasting with energy,

entrepreneurship and innovation, where knowledge isfree.

c. Singapore vision 21st century: Knowledgebased societyd. Malaysia vision 2020: Knowledgebased Economye. Thailand vision 2010: Knowledgebased Economic and

Society.f. Taiwan vision: KM in Single and Medium Enterprise.


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11/02/2013

86

1. ORGANIZATIONAL LEARNING – is not easy tounderstand as a concept, and may require people to tryout new ways of working.

2. THE KEY CHARACTERISTICS of the organizationallearning is that they made use of project groups andtransient structures of a lot.

3. No longer is it enough for leaders to manage theresources of an organization. As Jack Stack notes, “Inthe future, successful organizations will be the oneswith outstanding employee relation.”

4. If you are a SENIOR PEOPLE MANAGER (HumanCapital Manager), you have a unique opportunity toinspire corporate learning.


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87

5. KM is not ICT. Success implementation of KMdepend on:

Ø 70% people mind set and habits: trust andcorporate culture.

Ø 30% enablers: Policy/Roadmap, Culturedriven, Structural Design, People ManagementDesign (KPI), Physical Architectures, and ICT.

6. KM implementation is not a project, but a longjourney of shifting (through learningorganization), starting from development ofpeople mind set and habits, guided by goodleadership.


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88

7. KM seek Senior Management commitment to:a. Sends a strong, explicit signal to colleagues that

this is a priority for the organization

b. Ensures access to the right people for each stage

c. Ensures that effective participation is a priorityfor your colleagues

d. Participating fully in the KM Strategy Workshop,clarifies where the priorities are, avoids “secondguessing syndrome”

e. Increases likelihood of implementation followthrough

Patrick Lambe; Straits Knowledge President, iKMS11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM

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898. KM Critical Success Factors:

a. Proper KM educationb. Senior Management engagement and commitmentc. Identification of the critical knowledge areas/assetsd. A shared KM vision and strategy linked to the business

objectivese. A naturally flourishing knowledge sharing culturef. Robust KMenabled processes that leverage the

knowledgeg. Natural and flourishing knowledgeled communitiesh. Enabling knowledge technologiesi. Aligned rewards and recognitionj. Critical knowledge worker skills training & competence

developmentk. Measures to gauge the business and KM benefits

Ron Young, CEO, CKO, Knowledge Associates International Ltd, Chairman, Young International Ltd


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90

9. The foundation for a knowledge economic order has beenlaid. This is a very different paradigm from previousagricultural, industrial or service economies. The challenge isto determine the integral linkage between human potentialand economic performance .

10. The knowledge economy only affords an unprecedentedopportunity for creating the future. The answers lie in aneffective innovation strategy, redefined according to theflow of knowledge: ideas to prosperity.

11. Increasingly management responsibilities will be viewed asfacilitating the learning process, which includes externalstakeholders (e.g., suppliers, distributors, alliance partners,customers, and even competitors). How these relationshipsare managed is far more a matter of collaborative expertisethan the competitive skill with which most are familiar.


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91

12. With the emerging community of innovation practice, it isunderstood that various practitioners throughout the valuesystem can contribute. Implementation will vary (companyto company, industry to industry, nation to nation), butcoming to a common understanding of a mutual missioncould enable better utilization of financial, technical andhuman resources.

13. The core premise of the future is collaboration. It does meanthat their orientation shifts to one of sharing andleveraging one another for mutual success. In national andglobal terms, this is described as creating the common goodfrom which all benefit, with true global symbiosis.

Debra M. Amidon “Blueprint for the 21st Century Innovation Management”, September 1998.


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Terimakasih

92


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Documents

Prof.€€Jann€€Hidajat€Tjakraatmadja...Prof.€€Jann€€Hidajat€Tjakraatmadja Director€Centre€of€Knowledge€€for€Business€Competitivenes€SBMITB President€Knowledge€Management€Society€Indonesia