Knowledge: What can you learn from Steve Jobs Idea Design Engineer Manufacture TQM Knowledge Knowledge Knowledge Knowledge Knowledge Management Customer Focus Knowledge: What can you learn from Steve Jobs https://www.youtube.com/watch?v=rtT9N9L_4-w 6.14m

Knowledge Management Cycle Strategy planning, problem solving, decision making, innovation, gap analysis TRIGGERS Evans, Dalkir & Bidian, 2014

Issues in Knowledge Creation & Use

Product-Process-Strategy Fit Challenges in Aligning to Strategies TQM Assurance Idea Development Design & Prototyping Quality techniques can help assure Product/process innovation are aligned to strategic requirements Engineering Manufacturing Quality Inspection

Internal Knowledge Mobilisation Knowledge Mobilisation is making knowledge readily accessible Quality Mgt Techniques are for continuous innovation Project Mgt Techniques are for temporary projects Innovation dev is managed via projects

Mechanistic Vs Organic Structures As K Barriers Individual specialization: Employees work separately and specialize in one task Joint Specialization: Employees work together and coordinate tasks Simple integrating mechanisms: Hierarchy of authority well-defined Complex integrating mechanisms: task forces and teams are primary integrating mechanisms Centralization: Decision-making kept as high as possible. Most communication is vertical. Decentralization: Authority to control tasks is delegated. Most communication lateral Standardization: Extensive use made of rules & Standard Operating Procedures Mutual Adjustment: Face-to-face contact for coordination. Work process tends to be unpredictable Much written communication Much verbal communication Informal status in org based on size of empire Informal status based on perceived brilliance Organization is a network of positions, corresponding to tasks. Typically each person corresponds to one task Organization is network of persons or teams. People work in different capacities simultaneously and over tim Source: http://www.analytictech.com/mb021/organic_vs_mechanistic_structure.htm

Getting Close to Customers TQM Assurance Idea Development Challenges in Aligning to Strategies Challenges in Accessing Customers Knowledge Design & Prototyping Engineering Manufacturing Quality Inspection

Concurrent Project Engineering Is an multi-project approach for developing new products & services Video - http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html 8.10 m Idea Development http://www.referenceforbusiness.com/management/Comp-De/Concurrent-Engineering.html Design & Prototyping Engineering Manufacturing

Finds/Creates  Consumes Information & Knowledge Problems of KM People, usually via ICT Finds/Creates  Consumes Information & Knowledge

Forms of Knowledge Management

Forms of KM: Hypertext Organisation Knowledge creating/organising organisation Source: http://users.jyu.fi/~timokk/Articles/JournalOfOrganizationalComputingAndElectronicCommerce/jocec_figures.pdf ; https://astimen.wordpress.com/2010/09/

Forms of KM: Network Organisation Virtual or network organisation Organisation coordinating & integrating with others to appear like a large organisation http://ccs.mit.edu/papers/CCSWP192/CCSWP192.html Broker firms General Motors

The Flat or Team-based Organization Versus

Process flows are synchronised & stable Process Models of KM Example Process flows are synchronised & stable

Kano’s Classifications of Customer to frame Requirements Knowledge requirements sourced from Dissatisfies Satisfiers Delighters

Customer Requirements: Data Collection Techniques Customer Surveys & Feedback Cards Focus Groups Direct Customer Contact Customer Complaints

Customer Requirements: Data Analysis Techniques Tree & Affinity Diagrams Customer Satisfaction Analysis Satisfaction = Quality / needs & desires Market Perceived Value Profiles Value = Quality / Price

Product Lifecycle Attributes http://www.keytostudy.com/innovation-product-life-cycle-management/ http://www.marketingpundit.com/MktgLessons_files/Product_Life_Cycle.pdf Video - http://www.product-lifecycle-management.info/what-is-plm/plm-function.html 3 m

Product Lifecycle Attributes Latent products - unsatisfied demand due to lack of info about product’s availability or lack of money Desired PLC growth stage Unique Products that has different PLC patterns like drugs http://www.keytostudy.com/innovation-product-life-cycle-management/ http://www.marketingpundit.com/MktgLessons_files/Product_Life_Cycle.pdf

Product Lifecycle Attributes Pacing PLC - pace at which a product moves through PLC depicts how long the product is likely to remain in the marketplace Key Business Drivers Product R&D Manufacturing Financing Information systems marketing Fading PLC - Decline PLC stage Basic PLC- http://www.keytostudy.com/innovation-product-life-cycle-management/ http://www.marketingpundit.com/MktgLessons_files/Product_Life_Cycle.pdf

Value Management VM Golden Rules developing innovative, holistic solutions to complex problems (NWS Treasury, 2004) VM Golden Rules

Customer Value Management Value Management is a structured and analytical process for continuously increasing the value of a project, product or process of system provided to the client (Saifulnizam & Coffey, nd) Customer value management is managing each customer relationship with the goal of achieving maximum lifetime profit from the entire customer base. (Business Objects, nd) VM Golden Rules CVM shifts the focus of the enterprise from managing products or marketing campaigns to managing the profitability of each individual customer over the entire life of the relationship

Leadership in Knowledge Management Is the formal & informal: organisation structure Polices Procedures through which people are selected and trained to exercise leadership in making, communicating and motivating others to achieve decisions