KNOWLEDGE MANAGEMENT

A PRESENTATION ON

COMPREHENSIVE PROJECT ON

KNOWLEDGE MANAGEMENT

MB812

INDUKAKA IPCOWALA INSTITUTE OF MANAGEMENT

GUIDED BY Mr. G. KRISHNAMURTHY

PREPARED BY

SHWETANG PANCHAL 09MBA22

FLOW OF THE PRESENTATION

INTRODUCTION

NEED ASSESSMENT OF KNOWLEDGE MANAGEMENT

CAUSE FOR THE KNOWLEDGE MANAGEMENT

WHAT KM INVOLVES ?

KNOWLEDGE ATTRIBUTES PRINCIPLES & PROCESS OF KM

TYPE OF KNOWLEDGE

KNOWLEDGE ECONOMY

KNOWLEDGE FRAMEWORK

APPROACHES OF KM

KM INITIATION

COLLABORATIVE TOOLS

CONNECTINF PEOPLE WITH INFORMATION

MEASURING THE EFFECTS OF KM

KNOWLEDGE MANAGEMENT PRACTICE IN

• WIPRO

• HLL

• Dr. REDDY’S LABORATORY

THE RESEARCH

KNOWLEDGE

A dictionary definition of knowledge is “the facts, feelings or experiences known by a person or group of people”

It includes Familiarity Awareness Understanding gained through experience Result from making comparisons Identifying consequences & making connections Wisdom Insight

Knowledge is considered as being “know how”, or “applied action”.

THE JOURNEY FROM DATA TO WISDOM


Process to help organization

identify,

select,

organize,

disseminate,

transfer information

Systematic and active management of ideas, information, and knowledge residing within organization’s employees

Knowledge management is based on the idea that an organization's most valuable resource is the knowledge of its people. Therefore, the extent to which an organization performs well, will depend, among other things,

On how effectively its people can create new knowledge,

Share knowledge around the organization, and

Use that knowledge to best effect.

Leverage value of intellectual capital through reuse

OBJECTIVE OF KNOWLEDGE

MANAGEMENT

The aim of knowledge management is not necessarily to manage all knowledge, just the knowledge that is most important to the organization.

It is about ensuring that people have the knowledge they need, where they need it, when they need it

The right knowledge,

In the right place,

At the right time.

What we can do, and what the ideas behind knowledge management are all about, is

to establish an environment in which people are encouraged to

create,

learn,

share, and

use knowledge together for the benefit of the organization

NEED ASSESSMENT OF KNOWLEDGE

MANAGEMENT

Knowledge management is based on the idea that an organization’s most valuable resource is the knowledge of its people.

New is the focus on knowledge.

Knowledge management recognizes that

all jobs involve “knowledge work” and

so all staff is “knowledge workers” to some degree.

Jobs depends more on knowledge rather than skills.

Creating

Sharing

Using knowledge.

FEASIBILTIY STUDY

Do we know everything we need to know or are there gaps in our knowledge?

Dynamic Nature

Continuous improvement

Continuous learning

Continuous updating

For Example:

Medical advancements

Formulation of new government policies

Management practices

Do we share what we knew ?

Is the knowledge of individuals are available to whole organization ?

Do we use what we know to best effect ? Not always

Not always applied

How many times have we had an idea about how a process or an activity could be improved ?

How many times have we had an idea that might help our colleagues ?

How many times have we implemented a new initiatives ?

WHAT DOES KNOWLEDGE MANAGEMENT

INVOLVES ?

Knowledge management is essentially about facilitating the processes by which knowledge is created, shared, and used in organization.

TECHNOLOGIES:- Communication

Access knowledge Communicates with others

Collaboration Perform group work Synchronous or asynchronous

Same place/different place Storage and retrieval

Capture, storing, retrieval, and management of both explicit and tacit knowledge through collaborative systems

WHAT DOES KNOWLEDGE MANAGEMENT

INVOLVES ?

SUPPORTING TECHNOLOGIES:- Artificial intelligence

Expert systems, neural networks, fuzzy logic, intelligent agents

Intelligent agents

Systems that learn how users work and provide assistance

Knowledge discovery in databases

Process used to search for and extract information

Internal = data and document mining

External = model marts and model warehouses

XML

Extensible Markup Language

Enables standardized representations of data

Better collaboration and communication through portals

KNOWLEDGE AS A PROGRESSION OF

STATES K

NO

WL

ED

GE

Decision Evaluate

Judgement Weigh

Insights Synthesize

Structural Information

Analyze

Information Select

Data Gather

KNOWLEDGE ATTRIBUTES

MODE

TYPE

DOMAIN

ORIENTATION APPLICABILIT

Y

MANAGEMENT LEVEL

USAGE

ACCESSIBILITY UTILITY

VALIDITY

PROFICIENCY

SOURCES

KNOWLEDGE ATTRIBUTES

IMMEDIACY

AGE

PERISHABILITY

VOLATILTIY LOCATION

ABSTRACTION

CONCEPTUAL LEVEL

RESOLUTION PROGRMMABILITY

MEASURABILITY

RECURSION

PRINCIPLES AND PROCESSES OF


RIGHT KNOWLEDGE,

RIGHT PLACE,

RIGHT TIME

TYPE OF KNOWLEDGE

A. EXPLICIT KNOWLEDGE

Knowledge that can be captured and written down in documents or databases.

For Example:

Instruction manuals

Written procedures

Best practices

Lessons learned

Research findings

EXPLICIT KNOWLEDGE

STRUCTURED

DOCUMENTS

DATABASE

SPREADSHEETS

UNSTRUCTURED

EMAILS

IMAGES

TRAINIG COURSES

AUDIO-VIDEO

B. TACIT KNOWLEDGE Tacit knowledge is the knowledge that people carry in their

heads. It is much less concrete than explicit knowledge. Knowledge that is more difficult to write down in a

document or database. For Example:

knowing how to ride a bicycle

Tacit knowledge is considered to be most valuable knowledge because it provides context for People Places Ideas and experience

OLD/NEW KNOWLEDGE

Make better use of the knowledge that already exists within the organization (OLD KNOWLEDGE) Finding out what organization knew Taking steps to make knowledge accessible across organization Specific approaches to knowledge audit Mapping the organization’s knowledge resources & flows Making tacit knowledge more explicit Making the movement cycle faster & speedy

To create new knowledge (NEW KNOWLEDGE). Training, Hiring external resources, Bringing different people and their knowledge together to

create fresh knowledge and insights, etc. (cross functional team)

WAYS IN KNOWLEDGE

COLLECTING & CONNECTING

LINKING PEOPLE WITH

INFORMATION

CAPTURING & DISSEMINATION OF KNOWLEDGE

INFORMATION & COMMUNICATION

TECHNOLOGY

THE CORE COMPONENTS OF KM

• Does the culture of organization supports ongoing learning & knowledge sharing ?

• Are people motivated and rewarded for creating, sharing, & using knowledge ?

PEOPLE

• Processes necessary to enhance knowledge sharing

• Deployment of information technology& communication technology

PROCESS

• The enabler of knowledge sharing

TECHNOLOGY

KNOWLEDGE ECONOMY

The knowledge is the key determining factor in organizational and economic success or failure.

The most effective organizations in the knowledge economy will be those which recognize and best harness the crucial role that knowledge plays both inside and outside their organization.

CONTENT MANAGEMENT

policies and processes for efficiently managing the organizational knowledge base.

KNOWLEDGE RETENTION

policies and processes for retaining organizational knowledge, especially during periods of organizational change.

KNOWLEDGE TRANSFER

policies and processes for transferring knowledge among and between its various sources and forms.

KNOWLEDGE CAPTURE

policies and processes for identifying and capturing explicit and tacit knowledge.

SUPPORTING A KNOWLEDGE CULTURE

Policies and processes to create the necessary cultural changes to embed the knowledge management ethos into working practices.

ENABLING COMMUNITIES

Policies and processes for promoting and supporting knowledge-based community working across and between departments.

KNOWLEDGE CAPITAL

Policies and processes for measuring and developing the government’s human and social capital.

KNOWLEDGE BENCHMARKING Policies and processes for benchmarking current knowledge management

capabilities and practices against UK and international best practice, and for improving performance

SUPPORTING KEY BUSINESS ACTIVITIES

Policies and processes to support key business activities in government such as project management, the legislative process, delivery monitoring etc.

KNOWLEDGE PARTNERSHIPS

Policies and processes for promoting and supporting knowledge partnerships between central government and key partners such as local government,

departmental agencies etc


FRAMEWORK

KN

OW

LE

DG

E

AL

IGN

ME

NT

CONTENT

ANALYSIS

PLANNING

KN

OW

LE

DG

E P

RO

CE

SS

ES

SHARING

ACQUISITION

CREATION

KN

OW

LE

DG

E

FO

UN

DA

TIO

N

CULTURE

TECHNOLOGY

SUSTAINING SYSTEMS

KNOWLEDGE MANAGEMENT APPROACH

PROCESS APPROACH Codifies knowledge

Formalized controls, approaches, technologies

Fails to capture most tacit knowledge

PRACTICE APPROACH Assumes that most knowledge is tacit

Informal systems Social events, communities of practice, person-to-person

contacts

Challenge to make tacit knowledge explicit, capture it, add to it, transfer it

STARTING A KNOWLEDGE

MANAGEMENT IN THE ORGANIZATION

REVIEW YOUR OPTIONS

DO NOT GET TOO HUNG UP ON “THE BEST”

KEEP IT SIMPLE – AVOID ROCKET SCIENCE

LEARN WHILE DOING

LOOK AT YOUR ORGANIZATION’S GOALS

LOOK FOR NEEDS, PROBLEMS AND PAINS

START SMALL

DO NOT TAKE OFF WITHOUT A PILOT

REMEMBER THE “BIG THREE”: PEOPLE, PROCESSES, TECHNOLOGY

THE ULTIMATE AIM: INSTITUTIONALIZATION

KM TOOLBOX – INVENTORY OF TOOLS

AND TECHNIQUES

After Action Reviews (AARs)

Communities of Practice

Conducting a knowledge audit

Developing a knowledge management strategy

Exit interviews

Identifying and sharing best practices

Knowledge centers

Knowledge harvesting

Peer assists

Social network analysis

Storytelling

White pages

THE LFA APPROCH

35

SITUATION ANALYSIS

STAKEHOLDER ANALYSIS

PROBLEM ANALYSIS

OBJECTIVES ANALYSIS

STRATEGY ANALYSIS

PROJECT PLANNING MATRIX

IMPLEMENTATION

1

SITUATION ANALYSIS - 1

36

STAKEHOLDER ANLYSIS

IMPORTANT GROUPS

ORGANISATIONS AND INSTITUTIONS

IMPLEMENTING AGENCIES

OTHER PROJECTS

INDIVIDUALS

HAVING AN INFLUENCE ON THE SITUATION OR PROJECT, OR ARE AFFECTED BY IT FAVOURABLY OR UNFAVOURABLY


37

STAKEHOLDER ANALYSIS – KEY QUESTIONS:

Who will be involved in knowledge management

development?

Where will it be developed?

Who will facilitate development?

What is the background information needed?

What is the requirement of materials and

logistics?


38

PROBLEM TREE ANALYSIS

WHAT IS A PROBLEM?

BEGIN WITH A STARTER PROBLEM, FROM AMONG THE PROBLEMS IDENTIFIED

DEVELOP CAUSE-EFFECT RELATIONSHIP / PROBLEM TREE

IDENTIFY THE ROOT PROBLEM(S)


39

OBJECTIVES ANALYSIS

RE-STATE THE PROBLEMS AS OBJECTIVES, i.e. POSITIVE DESIRABLE STATES

DEVELOP OBJECTIVES TREE – ENDS-MEANS DIAGRAM FROM PROBLEM TREE

STRATEGY ANALYSIS

40

ANALYSIS OF ALTERNATIVES – SYSTEMATIC WAY OF SEARCHING FOR AND DECIDING ON PROBLEM SOLUTIONS

INVOLVES CLUSTERING OBJECTIVES

EXAMINATION OF FEASIBILITY OF DIFFERENT INTERVENTIONS

PROJECT PLANNING MATRIX

41

THE OBJECTIVES THE PROJECT

ENVIRONMENT THE

PROJECT

DEVELOPING KM ENVIRNMENT

PEOPLE Why people don’t want to share knowledge – or do they?

Organizational culture

Individual behavior

Alignment of rewards & recognition

Make knowledge work part of everyone’s job

Develop relationships

Educate people about what is involved and skill them to do it

Demonstrate the value

Create champions and heroes

Make it easy

PROCESS Organizational processes and

infrastructure

Organization’s ability to work with computers

Knowledge management infrastructures


TE

CH

NO

LO

GY

IT AND KNOWLEDGE

MANAGEMENT

Groupware Software specifically

designed for group of people, not just individuals

Intranets An intranet is simply a private Internet.

CONNECTING PEOPLE WITH

PEOPLE: COLLABORATIVE

TOOLS

Time

Video conferencing

Email

Place

Social presence

Technology


COMMON COLLABORATIVE TOOLS

Email

Discussion boards

Video conferencing

Project support tools

Workflow tools

E-learning tools

Virtual working tools

CONNECTING PEOPLE WITH

INFORMATION

COLLECTING THE CONTENT

ORGANIZING THE CONTENT

RETRIEVING AND USING THE CONTENT

TOOLS & PROCESSES FOR CONTENT MANAGEMENT Taxonomies

Thesauri/thesaurus

Search engines

Portals

KNOWLEDGE CREATION TECHNOLOGIES Data mining Tools

Information visualization

Decision trees

Root cause analysis

KNOWLEDGE INFORMATION

DATA MANAGEMENT

Database Management

Data maintenance

Database administration

Database management

system

Data Architecture, Analysis and Design

Data analysis Data

architecture Data modeling

Data governance

Data asset Data

governance Data steward

Data Quality Management

Data cleansing

Data integrity

Data quality

Data quality

assurance

Data Security Management

Data access

Data erasure

Data privacy

Data security

Data Warehousing and Business Intelligence

Management

Business intelligenc

e

Data mart

Data mining

Data movemen

t

Data warehous

ing

Reference and Master Data Management

Data integration

Master data management

Reference data

Meta Data Management

Meta-data manageme

nt

Metadata

Metadata discovery

Metadata publishing

Metadata

registry

Document, Record and Content Management

Document management

system

Records management

CONTACT DATA MANAGEMENT Business continuity planning

Marketing operations

Customer data integration

Identity management

Identity theft

Data theft

ERP software

CRM software

Address (geography)

Postal code

Email address

Telephone number

DATA EXTRACTION & INTEGRATION

Getting heterogeneous data into the Warehouse: Data from different DBMSs (Data base management system), external information providers, various standard applications,...Tasks:

Extraction (accessing different databases)

Cleaning (resolving inconsistencies)

Transformation (different formats, languages)

Replication (importing a whole DB)

Analyzing (detecting invalid values)

Checking for data quality (correctness, completeness)

Update metadata, if necessary

EXTRACTION & INTEGRATION FROM

THE VIRTUAL UNIVERSITY

RE

CO

NC

ILE

D D

AT

A

LINK COLLECTION TRANSACTION LOG

DIGITAL LIBRARY TRANSACTION LOG

AUTHENTIFICATION SERVICE LOG

PERSONALIZED SERVICE LOG

DATA AGGREGATION & CUSTOMIZATION

Getting (multidimensional) data out of the Warehouse as the input for:

Reporting (summarized by: who, when, where, what)

Query tools

Online analytical processing (OLAP)

Geographic information systems (GIS)

Decision support systems (DSS)

Executive information systems (EIS)

DATA WAREHOUSE

A data warehouse is a central repository for all or significant parts of

the data that an enterprise's various business systems collect.

It enables the management to access the available data in an efficient way, learn about trends and make informed decisions.

DATA MINING

Data mining is the exploration and analysis, by automatic or semiautomatic means, of large quantities of data to discover meaningful patterns and rules.

Reasons for Data Mining: Data is being produced

Data is being warehoused

Computing power is affordable

Competitive pressure is strong

Commercial Data Mining software packages are available

TRANSFORM DATA IN TO

ACTIONABLE INFORMATION

ACT ON THE INFORMATION

MEASURE THE RESULT

IDENTIFY BUSINESS

PROBLEMS WHERE

ANALYZING DATA CAN BE

IMPROVED

SOME APPLICATIONS FOR DATA MINING

Market segmentation

Identifying 'good' and 'bad' customers

Fraud detection

Detecting cross selling potential

Basis for marketing decisions (shelfing, sales promotions)

Mass customization / recommender systems

COMMON TECHNIQUES FOR DATA

MINING

Data mining uses mostly techniques from artificial intelligence (AI) research. Examples are:

Memory-based reasoning

Automatic cluster detection

Decision trees

Neural networks

Genetic algorithms

Market basket analysis (MBA)

MEASURING THE EFFECTS OF


MEASURING THE IMPACT OF KM ON THE

ORGANISATION’S PERFORMANCE

THE BALANCED SCORECARD Financial Customer Internal Processes Learning & Growth The LFA Approach

Return on investment (ROI) The Knowledge Management life cycle

Get started Develop a strategy Design and launch a knowledge management initiative Expand and support Institutionalize knowledge management

Employee Survey


PRACTICE IN VARIOUS

ORGANIZATION

WIPRO

HINDUSTAN LEVER

Dr. REDDY’S LABORATORY

WIPRO

Knowledge Management in Wipro InfoTech has three objectives:

Mature the organization to a competency based and knowledge driven organization.

Enable new technology/practices adoption for diversification and growth.

Develop competency extension framework to create new business opportunities.

The Wipro InfoTech KM framework has three main frameworks .

Learning ,

KEEP (Knowledge Enhancement, Extraction and Practice)

CARE (Competency Augmentation with Research Excellence).

LEARNING

Learning ensures that people build their competency using a mix of tools and processes like E-learning, competency assessment and competency development through specialized training and personalized instruction.

THE COMPETENCY MODEL

Competency definition

Evaluation of current competency for existing technology

Evaluation after developing the competency on newer technology

Online evaluation and assessment is used to identify current competency levels. E-learning and Instructor Lead Training (ILT) are extensively used to bridge the gaps.

KEEP

(Knowledge Extraction, Enhancement and

Practice)

They ensure collection of disparate knowledge and expertise within the organization into a central repository.

The knowledge is supplemented by gathering additional information from various external resources.

The four pillars of KEEP are Taxonomy (a uniform structure through which knowledge

can be stored and accessed)

It enablers,

Practice based offering and

Knowledge channels.

CARE

(Competency Augmentation through Research and

Excellence)

Through CARE they leverage on the expertise and knowledge built up in the organization to come up with innovative products and services.

They inculcate creative thinking within Wipro InfoTech that capitalizes on people competency and expertise, supplementing it with a technology tracking activity, resulting in higher intellectual property.

By facilitation of technological roadmap

Using external research resources

Internal intelligence.

HINDUSTAN LEVER LIMITED

Building Communities of Practice

IT interventions

Connecting people to people

Providing Collaboration tools

Culture Change Initiatives

A system of Reward & Recognition

Knowledge Strategies

Focused Learning Approach

DR REDDY’S LABORATORIES

Major Discrepancies in KM implementation:

Top Management Involvement

Cross-functional Ownership

Obstructive Organizational Structure

Lack of Pull for KM System

Dysfunctional Reward System

THE RESEARCH

THE OBJECTIVE OF THE RESEARCH

The objective of the report is to identify the extent to which organizations are aware about knowledge management.

In addition, the focus is on understanding how the knowledge management initiators foresee the implementation process and deriving of benefits from this task.

There are organizations participating in this survey that have or are planning to implement a knowledge management strategy.

The report investigates the scope of effective implementation of a knowledge management strategy in the workplace of these front-line organizations.

THE RESEARCH METHOD

The research was conducted with the help of bml consulting company the focus group included

Managing directors,

Chief executive officers,

Chief knowledge officers with specific responsibilities for knowledge management in 16 organizations with turnover exceeding Rs. 5000 millions (a$200 million) a year.

The selection of the respondents was based on the size of the companies, which have the greatest need to implement knowledge management initiatives.

CURRENT STATE OF KNOWLEDGE

MANAGEMENT (KM)

Knowledge Management Strategy in Place

Respondents were asked whether their organization had a Knowledge Management initiative in place.

Overall, 75% of respondents said that their organization had a knowledge management strategy in place.

STATUS OF ORGANIZATIONS’ KNOWLEDGE

MANAGEMENT PROGRAMMES

Respondents were asked to specify the extent of their organization’s Knowledge Management program. 12.5% said their organization had Knowledge Management

as an integral part of their business process and the value of organizational knowledge is reported to their stakeholders.

31.5% have integrated the knowledge management strategy with some technical or cultural issues.

37.5% of the respondents are utilizing knowledge management procedures to achieve known benefits and

50% have initiated knowledge in a non-uniform manner with pilot approaches in place. 50% of the respondents have no knowledge management strategy in place for achieving overall organizational goals.

KNOWLEDGE MANAGEMENT DRIVER

Respondents from organizations that had or were considering a KM program were asked to specify at the level in the organization it is most suitable to implement a knowledge management strategy.

50% said KM implementation is most suitable organization-wide and a further

37.5% identify the departmental level to be the most suitable.

This indicates that the drivers of the concept visualize knowledge management activities to spread across the organization.

EXPERIENCE TO DATE OF KNOWLEDGE

MANAGEMENT

CURRENT KM PROBLEMS Respondents were asked to rate issues related to

implementing Knowledge Management on a percentage basis as to how critical they are in the current business scenario.

Respondents‟ views largely indicate knowledge transformation from tacit to explicit as a major issue and rated it at 73%.

Issues like lack of “sharing knowledge” and “reinventing the wheel” were rated at 68% and 62% respectively indicating a major concern for a successful implementation of Knowledge Management, in the industry.

Less critical issues identified by the respondents‟ were Information Overload and Complex System at 55% and 41% respectively.

CURRENT KNOWLEDGE RELATED

ISSUES

MAJOR ISSUES IN THE NEXT FIVE

YEARS

The respondents were also asked about the future business problems affecting their decision making process in the coming five years and also as to what issues would be best managed by a successful implementation of a knowledge management strategy.

The biggest threat identified by the respondents was the ability to reduce the time to market and develop a competitive advantage.

Cost reduction and improved productivity follow this issue. Quality of the product was one of the major issues but was not identified as an immediate threat to business sustainability.

MAJOR ISSUES IN NEXT 5 YEARS

ACHIEVING THE BENEFITS

POTENTIAL ROLE OF KM Respondents were asked about the potential role KM can

play in achieving specific organization objectives on a long-term and/or short-term basis.

The response from the survey revealed that potential benefits on a long-term basis would be in context of improving “revenue growth” and further enhancing competitive advantage.

Another potential long-term benefit identified was “employee development” and “product innovation”, which are very critical parameters in measuring the success of a KM implementation.

Key short-term benefits expected by respondents would be “reducing costs”, “improving marketing strategies”, “enhancing customer focus” and “facilitating profit growth.

KM AND ROLE OF TECHNOLOGY

USE OF TECHNOLOGY TO IMPLEMENT KM

Respondents were asked about their use of technology to manage information.

88% had implemented Internet access.

75% had an intranet,

63% used a document management system.

Around 50% had a decision support system in place and

44% used data warehousing and mining techniques.

One interesting finding was a very low use of Groupware technologies,

but 50% of the organizations with a KM strategy in place were planning to implement Groupware in the next 6 m0onths.

Another interesting find was that respondents with a KM strategy in place are currently at a preliminary level.

This is because the use of Artificial Intelligence based techniques for making knowledge available in a most accurate manner was not on the planning agenda.

IMPEDIMENTS FOR A SUCCESSFUL

IMPLEMENTATION

Respondents who had a KM strategy in place or were planning to implement a sound KM Strategy were asked about the most likely threats they foresee in a successful implementation.

According to the respondents, the integration of knowledge into everyday use in a normal working place and lack of use uptake due to insufficient communication were the major threats.

In addition, threats such as, the user being unable to perceive personal benefits, and lack of participation from the senior management towards developing a sound KM strategy.

These remained the prime areas of concern.

ORGANIZATIONAL IMPLICATIONS

FAILURE TO UNDERTAKE KEY KM REQUIREMENTS

Respondents were asked when their organization intended to implement certain facets of KM practices.

Implementing enterprise resource planning,

creating a KM strategy and

benchmarking the current situation score more than establishing knowledge policies,

incentives for knowledge working,

creating a knowledge map or measuring intellectual capital.

KNOWLEDGE MANAGEMENT ACTION

TAKEN TO DATE

Respondents whose organizations had a KM program were asked about the activities the KM strategy planners had undertaken– such as

rewarding knowledge working,

create a knowledge map and

measuring intellectual capital.

THE KNOWLEDGE JOURNEY

Respondents were asked where their organization stood in terms of KM. We provided them with five descriptions and asked them to specify the most appropriate stand of the organization:

1. The organization does not demonstrate a relationship between the importance of KM and the achievement of organizational goals.

2. Awareness and implementation of KM across the organization may not be uniform but pilot projects are in place in some areas.

3. The organization uses KM procedures and tools and it is recognized that KM brings some benefit to the business

4. The organization has an integrated framework of KM procedures and tools, but there are some technical and cultural issues still to be overcome

5. KM procedure are an integral part of organizational and individual processes and the value of knowledge is reported to the stakeholders

Respondents were optimistic in terms of where they saw their organizations‟ stood in terms of KM development.

Most saw their organization falling into stages 3 or 4. There is also a realization that there is still a long way to go for a successful implementation of the Knowledge Management process.

THANK YOU

KNOWLEDGE MANAGEMENT

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