Getting to

grips with KMKM

KM Asia 2010David GriffithsUniversity of Edinburghd.a.griffiths@ed.ac.ukSkype: DavidALKaMETwitter: KMSkunkWorks

Dissatisfaction2006

1221 Global executives

Out of 25 strategic management tools KM

2006Bain &

Co.

2009

Out of 25 strategic management tools KM ranked 22nd for satisfaction

2009

1430 Global executives

Out of the same strategic management tools, KM ranked 24th for satisfaction

A solution…?Extensive research:

� Literature search – over 300 sources

� Model comparison – over 70 models

2007

2010

� Model comparison – over 70 models

� Practitioner engagement – survey/case studies

Extensive work in organisations

� Governments

� NGOs

� MNEs and SMEs

?

The Knowledge Economy

Capital ?CapitalDrivers

Know whatKnow howKnow whoKnow whenKnow why?

Justified true belief

Tacit

Explicit

How does your

organisation define

knowledge?

Know why?Explicit

?

The Knowledge Management Continuum

Dualism?

?

The Knowledge Management Continuum

TheKnowledgeDial ?Dial

?

The Knowledge Management Continuum

Duality?

?

The Knowledge Management Problem

The K-Core ?K-Core

?

The Knowledge Management Problem

The K-Core ?K-Core

A Project Management

organisation –

Headquartered in

Europe

The case

of Jargon

PLC

Europe

A CRO with operations

in India, Singapore,

China and Japan

The case

of Quintiles

China and Japan

•Know the drivers•Know the value•Know your definition•Know your processes

Don’t succumb to dualisms!

Closing

Comments

When was the last time your organisation

conducted a holistic evaluation of its knowledge

capability?

dualisms!