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UNIT 1: ORIENTATION TO KNOWLEDGE MANAGEMENT IMPLEMENTATION - Coggle Diagram
UNIT 1: ORIENTATION TO KNOWLEDGE MANAGEMENT IMPLEMENTATION
WHAT IS KNOWLEDGE MANAGEMENT?
DEFINITION
Knowledge management
Is management paying due attention to the way of managing
knowledge
(data, information, expertise)
Knowledge
is an intagible resource
THE SEVEN MAIN COMPONENTS OF KNOWLEDGE MANAGEMENT
CONNECTING PEOPLE
IMPROVED ACCES TO DOCUMENTS
RETENTION OF KNOWLEDGE
LEARNING FROM EXPERIENCE
CREATION OF THE BEST PRACTICES
INNOVATION
PROVISION OF KNOWLEDGE TO CUSTOMER-FACING STAFF
TRANSLATING KM INTO BUSINESS TERMS
COORDINATION
The different parts of the organization need to be able to coordinate their activities and keep track of how they are making progress on common tasks
Business issues here include:
Collaboration
Bringing together knowledge from different parts and using the knowledge you already have
Hand-off and situational awareness
Ensuring effective communication of knowledge between teams and groups
Document and information management
Ensuring that the information is actually accessible to those who need it. They must be easily findable
MEMORY
To be able to retain key capabilities such as skills, relatioships, experience
Business issues here include;
Keeping records of knowledge
Ensuring that critical knowledge about key decisions, plans and activities is
documented
Maintaining capabilities over time
Ensuring that this knowledge is retained and available to
LEARNING
Adapt and internalize what it learns
Business issues here include:
Standardization
learning from the practices to fin the
ones that work best in given circumstances
"best practices"
Do work in less time
Business intelligence and decision support
Collecting, analysing and disseminating information about external and internal environment (FODA) to support decision making
Continuous improvement
Ensuring your business do not repeat the mistakes of the past. "learning from experience"
Development of breakthrough products and services
Build new ways of doing things, new products, and new lines of business.
Innovation
Speeding up the learning curve
Ensuring your employees and teams are explorer in new jobs or when dealing with new areas of work
Seeking to grow,
TE SUPPLY CHAIN ANALOGY
Supply chain:
Giving a worker the supplies they need to do their work
Analogy:
Constructing an airplane --> they need material
Knowledge workers
--> The raw material is knowledge
THE ESSENTIAL ELEMENTS OF KNOWLEDGE MANAGEMENT
Principle 1: KM must address roles, processes, technologies and governance
Like four legs supporting a table, no single element is dominant, they are interconnected
1. The elements of roles and accountabilities
such as leaders, knowledge managers and knowledge owners
2. The process elements
Such as after-action review, lessons capture, etc
3. The technology elements
Such as portals, systems
4. The governance elements
Such as KM expectation and policy, metrics an incentives, formats and protocols, taxonomies and support
Principle 2: KM Must cover both the elements of connecting people through conversation, and collecting and organizing content for access
Two routes for knowledge transfer. Some of it needs to be managed as content (in videos) and some other as a conversations
CONNECTING-> CONVERSATION
The transfer of knowledge through conversations
Knowledge can be transferred more effectively
Needs content in order to be truly learned
COLLECTING -> CONTENT
Collecting knowledge into content and focuses on codified knowledge. (Capture and codified in the forms of documents, files, text, picture and video)
Knowledge can be transferred more efficiently
Content without conversations results ineffective
They are complementary components of a single framework and a single strategy which work in parallel
Each has its benefits and drawbacks
Principle 3: KM must address push and pull (supply and demand)
push:
transfer of knowledge driven by supply
publishing
presenting
teaching
blogging
tweeting
Needs both of these to function. Push without pull (supply without demand) leads to knowledge over-supply
pull"
transfer of knowledge driven by demand
asking a question on a forum
searching an intranet
KNOWLEDGE MANAGEMENT AS ORCHESTRATION
include other disciplines. work with them to adapts what they are doing where are KM gaps.
people must work together.
In short you will need to become an orchestrator of KM activities as much as an implementer
THE STAGES OF KNOWLEDGE MANAGEMENT IMPLEMENTATION
THE DIFFERENT IMPLEMENTATION APPROACHES
GRASS ROOTS
KM without management support
Top down
Management just tell people to do KM (AUTOCRATIC)
Opportunistic
KM is introduced by looking for business opportunities and addressing these one by one :question:
Proof of concept --> beyond of the concept is the PRACTICE
Roll out a pre-designed KM framework
Design a KM framework and
roll
it
out
to the entire organization with senior management support ()
Trial and pilots :star:
Pilot a minimum version of the KM framework in one or more business areas.
Review, improve, expand, repeat
Pros
Secure, robust, allows advancement by discrete steps and decisions
Cons
Slow. Management may be impatient.
OUR RECOMMENDED APPROACH
A combination of three approaches
Trials and pilots (core) --> To develop the long-term framework
Opportunistic --> To deliver short-term wins
Roll out --> To roll out
iT SI A Long-term strategy
1. STRATEGY PHASE
To confirm the need for KM implementation
CHAPTER 4
To create the business case and the budget for setting up an implementation team
2. PLANNING PHASE
3. TESTING AND PILOTING PHASE
Apply a single KM element, they should have a high chance of success, be able to demonstrate clear business value, and deliver lessons and feedback to improve the framework
4. Roll-out phase
Is when the KM framework is applied across the rest of the organization (those parts of the business that were not involved in the piloting)
5. Operational phase
To support and monitor KM activity, continuously improve
THE PARALLEL OPPORTUNITY-LED PROGRAMME
You need to work on visible short-term progress and providing immediate tangible results, so that people will see KM in action and undesrtand the value it brings.
ESCALATING LEVELS OF MANAGEMENT DECISION
The evidence gathered at each stage will support the decisions for the next level of activity
To introduce the KM to the whole organization will require the wholehearted support of the senior managers and high levels
BARRIERS AND PITFALLS
Barrier: They are obstacles that can block or slow down progress
Pitfalls: They are specific traps, dangers or mistakes that one shoul be cautios of and avoid
SURVEY EVIDENCE
The author ask to 700 KM professionals to rank a number of barriers in order of the impact they ha had on their KM programme
barriers
Lack of prioritization and support from leadership
Lack of KM roles and accountabilities
Lack of KM incentives
Lack of defined KM approach
Insufficient technology
Lack of support from departments such as IT, HR
Cultural issues
Enablers
appropiate culture aligned with te KM initiative (roles, incentives)
Demonstrate the value of the knowledge management (proof of concept)
LESSONS FROM THE FIELD
you fail to show measurable benefits
The knowledge workers need to see benefits to them and their work, or they will not participate, contribute or share.
Balance the value perception of profits vs workers (starting with the cleaner)
The four enabler of KM are not given equal attention
Roles and accountabilities
Processes (what to do)
Technology (tools)
Governance
only parts of the KM solution are implemented
the the less posible (tacaño) and assume that it will work
You make KM too difficult for people
start working with the habits and tools that the people already have and already use.
For example: Work with habits, such as email, don't expect people to learn new tricks or make new clicks. Make it as simple as you can
KM is not implemented as a change programme
It's about changing the way people think, it's not about buying and rolling out, it's not about adding another task into the project framework
Part of the
changing processes
is to understand the current impediments
The KM team "preasches only to the converted"
The KM team need to move beyond the enthusiasts and engage the rest of the organization
The KM team fails to egage with key stakeholders
Disciplines or functions in the organization with whom we need to coordinate
The KM team have the wrong competences
a visionary leader, capable of working at the highest levels in the organization as well as the lowest
Coordinate not be at home managing databases and libraries
Pitfall: KM is not introduced with a business focus
Introduce to your organization just if your organizations needs not just because of marketing. Treat the KM with its insight (why you are doing that)
You won't get anywhere by saying "we need to improve knowledge sharing" unless you can clearly demonstrate how improved knowledge sharing will help the organization meet its goals
Pitfall: KM is never embedded into the business
Embed into normal business activities. Fully integrated into the work structure.
Don't stop your implementation until you have got to this point
You fail to secure senior management support
Maintenance of certain knowledge areas. Keep the seniors by your side
Persuade
Sponsorship and support cannot simply be service. They need to be followed up by political cover
You don't focus on high-value knowledge
Share what it's necessary don't over because it lose its value.
Don't become obsessed with completing all elements (customer data, competitor intelligence, sales data, staff details). Prioritize which knowledge has to be collected
