Knowledge Management Paris 2005

Paris, 9 Février 2005

Knowledge Management:

concepts

frameworks

Dr. José Cláudio C. Terra

p. 2Paris, 9 Février 2005

Knowledge Management

What‟s hot

• Corporate Universities

• E-learning

• Competence Mapping

• Portals & Content Management

• Communities of Practice

• Yellow Pages

• Lessons Learned

• Competitive intelligence

• Idea Management

What‟s emerging

• Knowledge Strategy

• Taxonomy

• Innovation Networks

• Knowledge markets

• KM

• Knowledge Protection

• Intellectual Capital Measurement

• Project Management & KM

• Corporate Memory


KM in Brazil: what we have been working on…

Knowledge Management

Innovation Management

Corporate Portals

Business Intelligence


KM in Brazil: what we have been working on…

Broad KM-readiness

Assessment

Model for KM

Governance for Holding

company

Model for KM

Governance for

Government

Model of Governance

associated to ISO 9000

Strategy for knowledge

protection

Roadmap for prioritizing

KM initiatives

Modelling of Knowledge

market & CoPs

Change management

Organizational Memory

Selection of corporate

portal & collaboration

technologies

KM applied at large

engineering projects

Benchmarking of KM

projects

Idea & Innovation

Management

Consulting for e-learning

projects

Implementation of

corporate portal

Implementation of

Communities of Practice

Yellow pages

Development of

taxonomies

Method of KM

Usability

Digital environment for

collaboration and project

management in R&D

Competitive Intelligence

portals

Strategic Level Tactical Level Operational Level


KM: what kind of skills have proved very useful…

• Strategists

• Change

Management

• Work & Process

designers

• Information

architect

•Taxonomy

experts

• IT experts

Project Management

Knowledge & Learning theories


“What Knowledge Management offers us is insight

into aspects of management that we have failed to

understand properly because of our failure to

consider the nature and characteristics of

knowledge”

Professor Robert M. Grant, Georgetown University

The Context for KM


Key Assumption

Organizations that are market leaders tend to

excel in product leadership, operational

efficiency, or customer intimacy. These

organizations work hard to fully leverage both

internal and external expertise, ideas, and

information for strategic and tactical advantage.

In other words, KM is integrated, strategic, and

pervasive.


Key Assumptions

Knowledge processes do not generate value if

disconnected from business processes and

priorities.


Operational Definition of KM

“KM means focused attention on and constant

improvement of the key processes, people

issues and technology involved with the creation,

identification, organization, dissemination,

protection and usage of strategic knowledge in

order to improve the firm’s results and benefit

employees’ on-going learning.”


Tacit – abstract

Tacit – know-how

Competences

Metaphors, Values and Stories

Spoken

Codified (scientific, processes, softwares)

Embodied

What kind of knowledge has value for organizations?

They demand very

different approaches


Some ideas about knowledge...

Knowledge is revealed in action or in its products

We know a lot more than we can tell

Knowledge depends on context

Knowledge is cumulative

Knowledge may take a long time to develop and

then... Eureka!

Complexity demands multiple types of knowledge

Knowledge is socially built


KM: it is necessary to have a double

perspective !!!

Organization’s perspective

Employee’s perspective

Objectives of Knowledge Management


The Needs of the Knowledge Worker?



Balance personal and

professional life

Access many applications

throughout the day

Save time and avoid low-

value activities

Work anywhere

Balance individual and team

work Manage information

overload

Publish information and

knowledge to specific

audiences

Know what and who to trust




Learn continuously

Collaborate with others

• from same department

• from other departments

• from other organizations

Develop one’s own identity

Be heard and recognized

Be positively surprised

Have access to information and

knowledge anytime, anywhere




Knowledge Worker: how do they learn?

Formal Education

Corporate Training

Working – Doing –

Making Mistakes / Innovating

Teaching

Access to Information Chatting

Writing

Reflecting

Wanting toLearn

Knowing what tolearn

Telling Stories


Knowledge Management: Key Knowledge Actions

Expertise

Directing cross silo

collaborative working

Encouraging learning

and insights

Building external networks

Turning good practice into

common practice

Ensuring that expertise can

be located

Information

Providing an appropriate

architecture

Preventing information

duplication and filling gaps

Mobilizing customer, market

and competitor intelligence

Developing processes to

capture intellectual capital

Ideas

Encouraging creative

communities

Supporting idea sharing

and application

Facilitating the identification

of relationships

Providing the time and

permission for reflection

Valuing diversity and

fresh eyes on problems

and processes

Adapted from Knowledge Proposition, TFPL.

Connecting

people to people

Connecting

people to content

Fostering a

supporting

environment


Knowledge Management: issues related to k transfers..

CONTEXT AND TYPE

OF KNOWLEDGE

Characteristic

of

individuals

Characteristics

of

environment

Processes and Infrastructure


PersonalPower

PersonalProductivity

&Effectiveness

Institutionaland

OrganizationalRewards

PersonalCurrency

Learning&

Solving

IntrinsicRewards

Networking&

Visibility

Sharing can be a source of personal power


Sharing can be a source of personal power

NOT

IMPORTANT

VERY

IMPORTANT

PersonalProducitivity

&Effectiveness

Institutionaland

OrganizationalRewards

PersonalCurrency

Learning&

Solving

IntrinsicRewards

Networking&

Visibility

NOT

IMPORTANT

VERY

IMPORTANT

NOT

IMPORTANT

VERY

IMPORTANT

NOT

IMPORTANT

VERY

IMPORTANT

NOT

IMPORTANT

VERY

IMPORTANT

NOT

IMPORTANT

VERY

IMPORTANT


KM: it is necessary to have a double

perspective !!!

Organization’s perspective




K.M.

Not reinvent

the

wheel

Provide

Relevant

Information

J.I.T.

Integrate

External

Information &

Knowledge

Facilitate

Individual

Contribution

Reduce

Silos of

Information

Sell

Knowledge

Integrate

Divisions and

Companies

Increase

Collaboration

at all

Levels

Internal and

External

Benchmark

Acelerate

Learning

Map

Individual

Competencies

Protect

Intellectual

Capital

Sell

Knowledge



Managing Knowledge can be supported by many types of initiatives...

Str

ate

gic

ITO

rga

niz

ati

on

al

De

ve

lop

me

nt

Succession

planning

Community of Practices

Yellow pages of experts

Search engines

Taxonomy

Innovation Processes

Lessons Learned & Best Practices

E-Learning

Programa de

idéias

Coaching & mentoring

„Story telling‟

New knowledge

& InnovationCodification Organization Sharing Dissemination Protection

Memory of Projects

Client & Supply-chain Portals

Enterprise Memory

Benchmarking

Competitive Intelligence

Mapping of competences

Knowledge

Protection

Corporate Communications

Corporate Portals & Content Management

Document Management

Career planning

Knowledgebases

Mapping of processesCompetence

Centers

M & A

Hiring

Lições

aprendidas

Blogs e Wikis

Climate Surveys

Security Policies


It is a good idea to start with the top management issues!

XKnowledge

Management


It is a good idea to start with the top management issues!

Core Competence & Key business processes

Knowledge domains

Knowledge & information sources

Knowledge challenges

Knowledge methods

IT infr

astr

uctu

re

K c

ulture

Knowledge governance


Management System

KM - Macroprocesses

PrioritiesCorporate

Alignment

Shared

ResourcesAccountabilityBudget

Replicate

Methods

Change

Management

Tested IT

platfoms

Process-oriented KM

KM needs to be integrated in the management system of

the organizations ...


...Each process needs to incorporate KM methods and

tools....

Business Processes

Inovate/create

Codify

Organize

Sharing

Disseminate

Protect

KM

cycle


...one should, however, start by the business issues...

what is the business issue?

what is the scope of the work?

what kind of knowledge is involved?

what is the knowledge challenge?

which methods can be used?

what kind of tools will need to be used?

what kind of governance needs to be in place?

how can the results be measured?


Measuring Results in KM initiatives

Qualitatives Quantitatives

Factors

BusinessIm

pact

Type of Measurement

Lead-time reduction

KM

Activity - Inputs

Activities - AcessProcess Auditing

Satisfaction level

Performance of Systems

Innovation

Integration

TerraForum Consultores ©

Problem Resolutions

Talent retention

Global Perspective

Competence development

Cost reductionAdditional Sales


Cost of doing business

A few reflections on measuring KM

You only manage what you measure!

Quantitatives x Qualitatives

Leaders x Managers

Time x ROI

Knowledge worker productivity


Not everything that counts can be counted;

Not everything that can be counted, counts...

Albert Einstein

A few reflections on measuring KM


Approach: Broad KM Assessment

D1 – Strategy & Senior Management

D2 – Information Systems & Communication

D3 – Organizational Culture

D4 – Work Processes & Organization

D5 – Human Resources Management Policies and Practices

D6 – Measurement of Results

D7 – Learning through Partnerships & Monitoring of Environment

KM: 7 Dimensions


The Seven Dimensions

Why 7 Dimensions- PART I

KM is not a single project, but a series of initiatives aimed at

improving knowledge processes

There are underlying organizational characteristics and

management practices that make KM more or less effective

A number of market leaders excel at managing knowledge

without having ever heard about “knowledge management”

Major failings in one dimension may prove fatal to KM initiatives



Why 7 Dimensions- PART II

The 7 Dimensions Methodology looks into key aspects that

organizational theory has shown to influence how valuable

information, ideas and knowledge is created, organized,

validated, shared, used and protected in organizations.

Knowledge processes are embedded in the political, cultural,

social and working processes of any organization.

the 7 Dimensions approach looks into the enabling conditions

(the fundamentals) that make the knowledge management

perspective a sustainable proposition.



Why 7 Dimensions- PART III

Each typical organizational knowledge management

goal (e.g. Innovation, learning, sharing, etc) happens

in a complex setting not as a result of an isolated

action (e.g. new collaboration software), but of

multiple and intertwined actions that occur over time

and reinforce each other


Key Ties between 7 Dimensions & KM

D1- Strategy Leadership, Alignment & Value of Intangibles

D2- Information Access, Organization, Validation, Publication,

Dissemination, Protection

D3- Culture Support for Innovation, Sharing, Systemic Thinking

and Ethical Behaviour

D4- Work Process Embedding KM-related practices into work

D5- HR Practices Supply, Nurturing and Reward of Talents and

Appropriate Behavior and Results

D6- Measurement KM-related and relevant practices and results are

monitored and lead to action

D7- External Links Valuable Information, Ideas and Knowledge

exchanges with the environment


A successful Knowledge Management strategy is based on an effective diagnosis –

one that is holistic and multifaceted...


… evaluating important characteristics of organizations based on, and guided

by, learning and knowledge.

7 Dimensions D1 D2 D3 D4 D5 D6 D7

Innovation Framework

Organizational Alignment

Individual Learning

Information Access and Use

Organizational Sharing

Publishing and Documentation

Asset Protection

Knowledge

Processes


D1 – Senior Management, Vision and Strategy

This dimension covers:

Strategic competencies

Organizational knowledge map

Knowledge vision and strategies

Intangible assets value

Organizational alignment

Knowledge Management leadership



Communication channels

Information and communication transparency

Information asset governance

IT implementation and infrastructure

User experience

Information architecture (e.g. Taxonomy)

Information security

Collaboration

D2 – Information and Communication Systems



Organizational mission and core values

Standards and valued behaviour

Trust

Learning

Sharing

Innovation

Critical thinking

Openness and respect for diversity

D3 – Organizational Culture



Teams

Roles and responsibilities

Informal and formal networks

Reflection and learning processes

Decision-making processes

Problem-solving processes

Documentation processes

D4 – Organizational Procedures and Work Design



Recruiting policies and practices

Training strategies

Career planning

Talent management

Competencies and strategic imperatives

Recognition and rewards systems

Knowledge retention

D5 – Human Resources Policies and Practices



Measurement sytems and methods

Customer focus

Role of information systems

Impact on individual and organizational capabilities

D6 – Results Measurement



Customer relationships

Supplier and partner relationships

External expertise exchange

Benchmarking

External assessments: policies, markets, government

D7 – Environmental and Situational Learning


The 7 Dimensions and 100 Management practices© diagnostic model is founded on

established pratices and on a solid theoretical background. It uses innovative and

descriptive statistical techniques.

Theoretical and

practical grounding

within Knowledge

Management

Innovative and

descriptive statistical

techniques to analyze,

interpret and display

results

The 7

Dimensions and

100 Management

practices©


The diagnosis helps to establish KM priorities based on internal and external factors

Prioritized

Action Items

KM Assessment

TriggersResponse and a Plan

Measurable

Difference

Alignment with the

Organization‟s Environment

•Target Audience

•Core Processes

•Governance

Understand the

Surrounding Environment

•Comparative Organizations

•Industry Trends

The Ideal State

The Worst State

The Desired State

The Current State

Step 1. Step 2.

Step 3.


The diagnosis is part of a structured process of clear and well defined phases

and can be regularly applied to evaluate the progress of a program in each of

the knowledge dimensions.

Explanation of the concepts

Analysis of the organization’s processes

Establishing business focus for KM

Adapting the questionnaire

Selecting participating departments and sections

Sample selection and participants

Pre-registration

Planning

Explanation ofthe concepts

Contextunderstandingwith theparticipants

Demonstratingthequestionnaire

Email invitations with individual passwords

Participants complete the questionnaire

Initial responses and results followed online

Results and statistics are consolidated

Advancedstatistical analysis

Interpretation of the results

Recommendations

Final results

Presentation of results and recommendations

Thematic workshops to dicuss emerging issues or specific dimensions.

Context Survey Analysis Workshop


TailoredQuestionnaire

Personal Password:Confidential responses

Possible to complete instages


Online Help

Simpleresponses


Checks for errors

in form completion


Popup help and annotation

Click here


Evaluation of theusers’ experienceof the diagnostic tool


Results can be followed

online by a control panel

for both TerraForum

and for the client


Control Panel:

User response


Control Panel:

User management


Online results:

Charts of responses


Online results:

Core statistics


Online results:

Cross tab statistics


Online results:

Cross tabs by dimension


Export results to

a spreadsheet for

more sophisticated

analysis


Dr. José Cláudio C. Terra

[email protected]

www.terraforum.com.br

www.terraforum.ca

mailto:[email protected]

http://www.terraforum.com.br/

http://www.terraforum.ca/

Knowledge Management Paris 2005

Business

Transcript of Knowledge Management Paris 2005