1. OKMS ©Organizational Knowledge Management Systems Knowledge Management and the Learning Organization Mohamed F Bhyat

2. OKMS ©Organizational Knowledge Management Systems What is KM? KM is a business enabler. –It is Management of Corporate – Intellectual Assets. Human Capital: the skills, talent, and knowledge that a company’s employees possess; their capability, creativity, capacity, relationships and networks Information Capital: the company’s databases, information systems, networks, and technology infrastructure. Organizational Capital: the company’s culture, its leadership, how aligned its people are with its strategic goals, and employees’ ability to share knowledge. This includes: –Formalized business processes; and –Intellectual Property Patents, Trademarks, Branding, etc These assets are often intangible, have perceived value that can only be recognized when transacted, and are not measured by GAAP –KM is a key enabler of modern comptrollership (Financial Management and Control) Explicit (Rules) based structured processes lead to answers; can be automated Libraries & Taxonomies. Make everything explicit Control the informational space Tacit knowledge: less structured, answer varies with context, takes form of wisdom, experience, stories Collaboration between people Connect people to people - networks for learning. Limit information to that which supports action

3. OKMS ©Organizational Knowledge Management Systems Business Strategic Intent & Vision Effective, efficient Business able to deliver on its mandate Innovation and Continuous Improvement Able to respond to changing environmental conditions. Deliver in line with mandate & National Imperatives BU 1 BU 2 An ‘Integrated’ Knowledge Management System’. On line access to continuously growing and changing organizational knowledge Enabling the change and managing the process via a KMO Growing operational capability Growing institutional capability Greater skills capacity Leveraging technology Organizational culture Professionalism Learning integrity Build, Acquire, Retain IP/IC BU n KM, Learning Organizations and Your Desired Outcome

4. OKMS ©Organizational Knowledge Management Systems Developing a learning organization by creating an organizational capability and culture that supports knowledge management

5. OKMS ©Organizational Knowledge Management Systems KM and the Learning Organization A learning organization – one in which it systematically and collectively learns from its own projects and programmes and from the experience of its respective stakeholders. The knowledge management strategy is to enable the above, i.e. to provide a methodology and process to assist an organization to learn from experiences and incorporate the learning as feedback into its planning process for creating an information and knowledge ricj organization The KM methodology creates the link between individual and organizational learning in the and integrates into a single comprehensive model the key drivers of a learning organization. The KM methodology addresses the concept of "tacit knowledge" from "explicit knowledge" and describes the process of alternating between the two.

6. OKMS ©Organizational Knowledge Management Systems The “Spiral of Organizational Knowledge Creation” Adapted from The Knowledge-Creating Company, by Ikujiro Nonaka and Hirotaka Takeuchi

7. OKMS ©Organizational Knowledge Management Systems Tacit Explicit Externalization: Articulating tacit knowledge through dialogue and reflection, metaphors, concepts, hypotheses, models, writing, business processes, methodologies, templates Socialization: Sharing and creating tacit knowledge through direct experience Example: on-the-job training; interacting with stakeholders. Internalization Learning and acquiring new tacit knowledge in Practice. "Operational knowledge“, it is Learning by doing, developing shared mental models and technical know-how. Combination: Systemizing and applying explicit knowledge and information. "Systemic knowledge“ is created by manipulating explicit knowledge by sorting, adding, combining, etc. Example: formal education. Knowledge creation is a spiral of converting tacit knowledge to explicit knowledge and then back again

8. OKMS ©Organizational Knowledge Management Systems Being a learning organization means that the organization will become model of performance effectiveness and delivery capacity. It means –Having a growing operational capability –Having greater skills capacity –Being able to leverage technology –Becoming a knowledge driven organization which creates, acquires and retains knowledge and intellectual capacity –Having an organizational culture which supports the above. The purpose of the KM strategy then is to enable the organization to achieve and sustain its strategic objectives as outlined in its vision and mission through knowledge management and human capital development And by adopting a KM strategy and policy framework as a set of sound management principles, rules, conventions, standards, values and procedures, to assure that the PNC can measure and manage its growing investments in intellectual and hard assets.

9. OKMS ©Organizational Knowledge Management Systems Individual Competence Internal Structure How can the value creation capacity of the whole system be maximized External Structure Human Capital: the skills, talent, and knowledge that a company’s employees possess – Tacit knowledge, less structured, answer varies with context, takes form of wisdom, experience, stories Information Capital: the company’s databases, information systems, networks, and technology infrastructure - Explicit (Rules) based structured processes lead to answers; can be automated. Libraries & Taxonomies. Make everything explicit Control the informational space Organizational Capital: the company’s culture, its leadership, how aligned its people are with its strategic goals, and employees’ ability to share -Collaboration between people. Connecting people to people - networks for learning. Limit information to that which supports action Cluster; regional and international organizations; CBO’s; NGO’s

10. OKMS ©Organizational Knowledge Management Systems Individual Competence External Structure Internal Structure 1. How can we improve the transfer of competence between people in our organization 2. How can we convert individually held competence into systems tools and other templates 3.. How can we improve individuals competence by using systems tools and templates 4. How do we integrate systems, tools and processes and practices effectively internally 6.. How can our customers, and suppliers learn by accessing our systems, processes, services, practices and products 7. How can we use competence from customers and suppliers to add value to add value to our systems, processes, services, practices and products 8. How can we support our customers’ conversation with their customers or host communities 9. How can our people learn more from customers, suppliers and stakeholders 10. How can we transfer some of our competence to customers, suppliers and other stakeholders 5. Strategic Purpose: How can the value creation capacity of the whole system be maximized Adapted from Sveiby

11. OKMS ©Organizational Knowledge Management Systems Known intellectual assets (protect and grow) –Current intellectual assets must be protected; –Growth of new assets should be encouraged. –Knowledge assets should be treated like cash assets and leveraged for maximum return on investment. Within a solid management framework, IT is harnessed to provide access to information, and to help scale KM efforts to: –identify new islands of knowledge; –leverage knowledge already created; –prepare the next generation of information worker; and –stimulate innovative thinking. KM ensures that corporate knowledge can be retained, shared and re-used to benefit individuals and organizations alike. The ultimate goal is to facilitate better decision-making and thereby to improve the quality of internal processes and service delivery to customers What Should KM Do About Intellectual Assets

12. OKMS ©Organizational Knowledge Management Systems The Methodology The methodology incorporates all the elements required for instilling and sharing knowledge by: –Capturing and reusing past experiences –Embedding knowledge in product, services and processes –Producing knowledge as a knowledge asset and product –Driving knowledge generation for innovation –Mapping networks of experts –Building and mining knowledge bases –Understanding and measuring the value of knowledge and –Leveraging intellectual assets

13. OKMS ©Organizational Knowledge Management Systems Strategic collaboration Learning Before Getting conversations going Who Knows Learning during Learning after Infrastructure Events Organizational Development Higher Levels of Investment and Return

14. OKMS ©Organizational Knowledge Management Systems Technology Change management Strategy Communities of Practice Peer Assists Communities of Interest Expert Locator Shared Learnings Project Retro- spectives

15. OKMS ©Organizational Knowledge Management Systems know-why refers to the scientific knowledge of the principles and laws of nature. Know-what relates to a person’s knowledge about facts Know-how relates to the skills or the capacity to do something. Know–who who knows what and who knows how to do what..... Our Model

16. OKMS ©Organizational Knowledge Management Systems KM StrategyLeadership Behaviours NetworkingLearning before, during and after Capturing knowledge Level 5 Clearly identified Intellectual assets. KM strategy is embedded in the business strategy. Framework and tools enable learning before, during and after. Leaders recognise the link between KM and performance The right attitudes exist to share and use others’ know- how. Leaders reinforce the right behaviour and act as role models. Clearly defined roles and responsibilities. Networks and CoPs have a clear purpose, some have clear deliverables other develop capability in the organisation. Networks meet annually. Prompts for learning built into business processes. People routinely find out who knows and talk with them. Common language, templates and guidelines lead to effective sharing. Knowledge is easy to get to, easy to retrieve. Relevant knowledge is pushed to you. It is constantly refreshed and distilled. Networks act as guardians of the knowledge. Level 4 Discussions ongoing about organisation’s Intellectual assets. A KM strategy exists but is not linked to business results. A clear framework and set of tools for learning is widely communicated and understood. KM is everyone’s responsibility; a few jobs are dedicated to managing knowledge. “Knowledge sharing is power.” Leaders set expectations by “asking the right questions”, and rewarding the right behaviours. Networks are organised around business needs. Networks have a clear governance document. Supportive technology is in place and is well used. Learning before, during and after is the way we do things around here. “Customers” and partners participate in review sessions. Just-in-time-knowledge is current and easily accessible. One individual distils and refreshes it, though many contribute. That individual acts as the owner. Level 3 There is no framework or articulated KM strategy. Some job descriptions include knowledge capture, sharing and distillation. People are using a number of tools to help with learning and sharing. KM is viewed as the responsibility of a specialist team. Some leaders talk the talk, but don't always walk the walk! People are networking to get results. Networks are created People can easily find out what the company knows. Examples of sharing and using are recognised. Peers are helping peers across organisational boundaries. Networks take responsibility for the knowledge, collects their subjects knowledge in one place in a common format. Searching before doing is encouraged. Little or no distillation. Level 2 Most people say sharing know-how is important to the organisations success. People are using some tools to help with learning and sharing Some managers give people the time to share and learn, but there is little visible support from the top. Ad hoc networking to help individuals who know each other. People learn before doing and programme review sessions. They capture what they learn for others to access. In practice few do access it. Teams capture lessons learned after a project. Teams look for knowledge before starting a project. Access to lots of knowledge, though not summarised. Level 1 A few people express that know-how is important to the organisation. Isolated people with a passion for KM begin to talk and share how difficult it is. KM viewed as a management fad. Leaders are sceptical as to the benefits. Leaders think networking leads to lack of accountability. "Knowledge is power" Knowledge hoarders seem to get rewarded. People are conscious of the need to learn from what they do but rarely get the time. Sharing is for the benefit of the team. Some individuals take the time to capture their lessons in any number of cupboards and databases. They are rarely refreshed, few contribute, even fewer search.

17. OKMS ©Organizational Knowledge Management Systems LEVEL 1LEVEL 1 A few people express that know-how is important to the organisation. Isolated people with a passion for KM begin to talk and share how difficult it is. KM viewed as a management fad. Leaders are sceptical as to the benefits. Leaders think networking leads to lack of accountability. "Knowledge is power“ Knowledge hoarders seem to get rewarded. People are conscious of the need to learn from what they do but rarely get the time. Sharing is for the benefit of the team. Some individuals take the time to capture their lessons in any number of cupboards and databases. They are rarely refreshed, few contribute, even fewer search. KM StrategyLeadership Behaviours NetworkingLearning before, during and after Capturing knowledge LEVEL 5LEVEL 5 Clearly identified Intellectual assets. KM strategy is embedded in the business strategy. Framework and tools enable learning before, during and after. Leaders recognise the link between KM and performance The right attitudes exist to share and use others’ know- how. Leaders reinforce the right behaviour and act as role models. Clearly defined roles and responsibilities. Networks and CoP's have a clear purpose, some have clear deliverables other develop capability in the organisation. Networks meet annually. Prompts for learning built into business processes. People routinely find out who knows and talk with them. Common language, templates and guidelines lead to effective sharing. Knowledge is easy to get to, easy to retrieve. Relevant knowledge is pushed to you. It is constantly refreshed and distilled. Networks act as guardians of the knowledge.