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Chapter 4- K-Acquisition (PART 2) - Coggle Diagram
Chapter 4- K-Acquisition (PART 2)
Aligning KM System to Business Strategy
Phase 1: Infrastructure Evaluation
Analyze the existing infrastructure
Align knowledge Management and Business Strategy
Phase 2: KM System Analysis, Design and Development
Design the knowledge Management Infrastructure
Audit existing knowledge assets and systems
Design the knowledge management Team
Create the knowledge management blueprint
Develop the knowledge management system
Phase 3: Deployment
Deploy, Using the Results-Driven incremental Methodology
Manage Change, Culture and Reward Structures.
Phase 4: Evaluation
Evaluate Performance, Measure ROI, and incrementally refine the KMS.
Process of aligning KM with Business Strategy
Articulate intended business strategy
Articulate business strategy and knowledge link
Create an internal knowledge map based on assessment of uncertainties, turbulence and the nature of change.
Choose either codification/personalization process as your km focus.
Create a knowledge map for each competitor
Create knowledge map for your industry
Assess you and your competitors learning capabilities.
Assess how your internal/external knowledge gap influence the current and future business strategy.
Determine the balance between exploitation and exploration
Knowledge Transfer VS Integration
KT assumes the two transacting individuals posses certain shared knowledge in order to effectively communicate. Sufficient time is available to engage in such transfer. Knowledge that is transferred remains valid by the time a transfer is completed.
Codification VS Personalization
Codification: More focused on technology that enable storage, indexing, retrieval and reuse. It suited companies that repeatedly deal with similar problem and decision.
Personalization: Focused on connecting knowledge workers through networks. It better suited to companies that face "one-off" problems and depend more on tacit knowledge and expertise than on codified knowledge.
Knowledge Classification
Core knowledge
Required to "play the game"
Creates barrier to entry
Must have knowledge
Advanced Knowledge
Competitively viable
Differentiate its product from the competitor
Innovative Knowledge
Allows a company to lead its entire industry
Clearly differentiates it from compeitor
The 5Ps
Planning: It should clarify knowledge goals and establish effective values and processes to support these directions. It takes time and demand perseverance. It also requires ongoing monitoring and measurement. It progressive review and re-planning to handle changing environment.
People: The most important aspect is to recognize that strategic knowledge management lies with the people. The people manage the system and processes. It is a need to convince people about the benefits of strategic knowledge management.
Processes: Knowledge management principles need to be put into application via effective workplace practices. It is a careful management of the alignment of strategies, principles, processes and practices needs to be done. The messages about what is important might be perceived differently across the organizations. The need of the hour would be to monitor the actual process regularly to ensure that it reflects knowledge priority.
Products: Each organization builds it's own knowledge output. It might be shared to client or exist as internally shared knowledge objects. It explicit knowledge should be captured and distributed efficiently and timely. ie; Intranet.
Performance: Regular review to ensure that the financial and social capital investment is positively influencing the intellectual and social capital of the organization. It has regular evaluation to consider how well knowledge management is integrated into the business context.
Critical Success Factors
There is no silver bullet
A working definition of knowledge is needed
Sale-ability requires value demonstration
Tacit knowledge cannot be ignored
Focus on the future, not the past
Respect confidentiality
Secure management support