B. Information Technology (IS) CISB454: Introduction to Knowledge Management Working Smarter, Not...

B. Information Technology (IS)

CISB454: Introduction to Knowledge Management

Working Smarter, Not Harder

Objectives

At the end of this lesson, you should be able to:•deliberate on the three primary

causes of change•define Knowledge Management

(KM)•argue for knowledge management•discuss how KM came about•describe the myths of KM•identify ways to promote trust in

organizations for KM

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Introduction

Introduction

“Knowing ignorance is strength; ignoring knowledge is sickness”

Lao TsuThe knowledge race is onBritain - “ambition is to turn Britain into the leading knowledge-based eco-nomy of the world.”

Prime Minister Tony Blair, Nov16, 1998

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Introduction

Economic reliance on knowledge wor-kers is increasing

Knowledge gap Customers and businesses want a

more integrated approachBest to say you are in the

knowledge business

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IntroductionThree Primary Causes of Change

1. Global Literacy2. Invention of Electronic

Infrastructures3. Social Revitalization

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Global Literacy

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Source: http://www.erols.com/mwhite28/literacy.htm

Global Literacy

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Source: http://www.erols.com/mwhite28/literacy.htm

Global Literacy

“A knowledge society requires literacy - because of the vastly expanding corpus of knowledge we will also be required to learn how to learn”

Peter Drucker, 1992

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Electronic Infrastructures

1990 - Toffler’s Powershift - five fea-tures of electronic infrastructure•Interactivity

•Mobility

•Convertibility

•Connectivity

•Globalization

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“Result produces a revolutionary ner-vous system . . . a far more adaptable, intelligent, and complex nervous sys-tem than ever before imagined.”

Alvin Toffler, Powershift, 1990

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Methods of creating, storing, accessing and selling knowledge are changing

Customers are demanding access to just-in-time inventories of knowledge

Invest in a well-designed electronic infrastructure

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Social Revitalization

Literacy and technology skills cannot replace physical human interaction

People want more meaningful connec-tions both professionally and personally

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Concern for personal well-being•Augmentation of intellect education,

enter-tainment, information

•Health - physical and mental

•Security - personal safety and financial

•Personal services - customization

•Spiritual well-being - spiritualism, religion and ethnic affiliation”

John Yerxa, 1995

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The overriding questions are •Who am I?

•What is my purpose in life? Result is a new language of

revitali-zation

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Integrated ExampleThe Changing Education Business “Education is BIG business In 2001, the U.S. spent $5

billion on elementary books and $3.7 billion on college books

Lifelong learning is BIGGER business

Who is a Teacher?

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Revitalization and Education

Educators, parents, communities are concerned about the well-being of children•Revitalization movements are

increasingMore people are calling for

values edu-cation, spiritual training, and customi-zed learning programs

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Working Smarter, Not Harder Overlapping

Human / Organizational / Technological fac-tors in KM• People

(Workforce)

• Organizational Pro-cesses

• Technology (IT Infra-structure)

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Definition

What is Knowledge Management?

Process of capturing and making use of a firm’s collective expertise anywhere in the business

Doing the right things, NOT doing things right

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What is Knowledge Management?

Viewing company processes as know-ledge processes

Knowledge creation, dissemination, upgrade, and application toward orga-nizational survival

Part science, part art, part luck

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What is Knowledge Management

"[Knowledge Management] embodies organizational processes that seek synergistic combination of data and information-processing capacity of information technologies, and the creative and innovative capacity of human beings."

Yogesh Malhotra, 1998

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Explicit & Tacit Knowledge

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Oral Communication“Tacit” Knowledge

50-95%

Explicit KnowledgeExplicit

Knowledge Base5 %

Information Request

Information Feedback

The Knowledge Organization

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KnowledgeOrganizati

on

Collect

Organize

Refine

Disseminate

Culture

Leadership

Tech

nolo

gy

Inte

lligen

ce

Maintain

Competition

Create

Knowledge

Management

Process

Knowledge

Management

Drivers


The middle layer addresses the KM life cycle

A K-organization derives knowledge from customer; product; and financial knowledge and practices

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Indicators of knowledge•thinking actively and ahead

•not passively and behindUse technology to facilitate

knowledge sharing and innovation

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Ideal Knowledge Management

Organizational BenefitsNew productsNew marketsSmarter problem-solvingValue-added innovationBetter quality customer serviceMore efficient processesMore experienced staff

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PEOPLE

KnowledgeBase

OutsideEnvironment

ExistingProcesses

Learning

NewIdea

sInsights

KnowledgeCreation

CodifiedTechnology

Conversion


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Strategy

Measurement

Policy Content

Process

Technology

Culture

People

People

Knowledge

Exchange

Knowledge Assets

Knowledge

Capture

KnowledgeInternalizat

ion

Knowledge

Reuse

KnowledgeReuse People


The ideal knowledge organization •allows people to exchange

knowledge across functional areas

•via technology and established processes

Knowledge internalized and adopted within the culture of the organization

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The KM Cycle and The Organization

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KM Life CycleFour-Process View of KM

Capturing•data entry, scanning, voice

input, inter-viewing, brainstorming

Organizing•cataloging, indexing, filtering,

linking, codi-fying

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KM Life CycleFour-Process View of KM

Refining•contextualizing, collaborating,

compacting, projecting, miningTransfer

•flow, sharing, alert, push

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What KM Is Not About

Reengineering Discipline or philosophic calling Intellectual capital, per se Based on information or about

data Information value chain or

knowledge capture

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What KM Is Not About

Limited to gathering information from the company’s domain experts or reti-ring employees and creating databases accessible by intranets

Digital networks

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Why KM?

Why Knowledge Management?

Sharing knowledge, a company creates exponential benefits from the know-ledge as people learn from it

Building better sensitivity to brain drain

Reacting instantly to new business opportunities

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Why Knowledge Management?

Ensuring successful partnering and core competencies with suppliers, ven-dors, customers, and other constituents

Shortens the learning curve

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KM System Justification

Is current knowledge going to be lost?

Is proposed system needed in several locations?

Are experts available/willing?Can experts articulate how

problem will be solved? Is there a champion in the house?

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The Drivers

Technology DriversProcess DriversPersonnel-Specific DriversKnowledge-Related DriversFinancial Drivers

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How KM Came About?

Factors Triggering Interest in KM

Innovation as core competency Globalization and geographic

disperson changed the organization’s scope

Downsizing and reengineering resulted in staff attrition and knowledge drain

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Factors Triggering Interest in KMNetworking and data

communications made it easier and faster to share knowledge

Increasing dominance of knowledge as a basis for improving efficiency and effectiveness •triggered the need for utilizing

knowledge gained from previous experiences

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Key Challenges

Explaining what KM is and how it can benefit a corporate environment

Evaluate the firm’s core knowledge, by employee, by department, and by division

Learning how knowledge can be captured, processed, and acted on

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Key Challenges

Addressing the still neglected area of collaboration

Continue researching KM to improve and expand its current capabilities

How to deal with tacit knowledge

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Myths of KM

KM Myths

KM is a fadKM and Data Warehousing are

essen-tially the sameKM is a new conceptKM is mere technologyTechnology distributes human

intelli-gence

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KM Myths

KM is another form of reengineering

Company employees have difficulty sharing knowledge

Technology is a better alternative than face-to-face

It is “no brainer” to share what you know

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Promoting Trust

Promoting Trust

Decentralize organization structure to allow decision making by teamwork

Reduce control-based management and encourage management by results

Revisit company’s mission statement and ethics policy to demonstrate its new views about values

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Promoting Trust

Assess and improve employee respon-sibilities and accountability

Eliminate unnecessary directives or barriers

Install programs to improve employee commitment to knowledge sharing

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Conclusions

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Opportunity for New

Societal Infrastructure

Literacy

ElectronicInfrastruct

ure

SocialRevitalizat

ion+ +

Conclusions

Strategists needs all three change elements

Literacy and Electronic infrastructures relate to knowledge distribution

Social revitalization relates to motiva-tion

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The World of Re-everything

Knowledge is productive ONLY when captured in people’s mind

Shareability requires decentralized intelligence

We need to empower knowledge workers

Top performers can be a problem•they are not the most humble

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Ready for KM?

The Knowledge Busi-ness has already changed

Are you in the know-ledge business?

How will you close your knowledge gap?

Is your mind geared to re-think what you think you know?

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B. Information Technology (IS) CISB454: Introduction to Knowledge Management Working Smarter, Not...

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