1. KNOWLEDGE MANAGEMENT (KM) Session # 23

2. SCM and Knowledge Exchange
SCM means having the right product in the right place, at the right time, at the right price, in the right condition
SCM means collaboration, knowledge sharing of logistics, and consensus among knowledge workers and suppliers
Goals of SCM is improving efficiency and profitability
SCM employs powerful tools to allow companies to exchange and update information

3. Customer Relationship Management (CRM)
Goal is to enhance relationship management with customers and supply chain partners
A business strategy to learn more about customers’ needs and behavior to develop stronger relationships with them

4. CRM’s Analytical Component
Allow capture of a very large volume of data and transform it into analysis formats to support enterprise-wide analytical requirements
Deploy knowledge—an integrated system that quickly enables processing of the intelligence gathered from analytical environments

5. Typical CRM Network Customer IP Phone Supply Chain Partners
Telephone Call
-----
Call Center
Purchase Order
Returns
Corporate Database
Customer Information
Web-Based
Portal

6. Approaches to KM The Strategic School:
Which Strategy for KM to gain competitive Edge?
Stock vs Flow vs Growth
Expert vs Experience vs Efficiency

7. Knowledge For Sale!
Kindly listen, read, think, discuss and use your knowledge to come up with strategies for sale of knowledge in Pakistan, if you feel like it?

8. Approaches to KM The Economic School The Strategic School
Three Schools of Thoughts!
The Economic School
The Strategic School
The Organizational School

9. Approaches to KM 3.The Organizational School:
The organization is not merely an information processing machine,
BUT an entity that creates K. continuously through Action and Interaction with its environment and people.

10. Approaches to KM 3.The Organizational School:
The organizations create and define problems, develop and apply K. to solve the problems, and then further generate new K. through the action of problem solving.

11. Value of KM Depends NOT on Knowledge or ICT BUT
on the use of Knowledge by
an Organization’ s Members!

12. Organizational Knowledge Generation / Creation
1. Central message from Davenport P’s emphasis: - ‘Get Knowledge’ – suitable for Explicit type K.
2. Central message from Nonaka: (Knowledge is created by Epistemological and Ontological conversion of K.) - ‘Create Knowledge’ – suitable for both Explicit and Implicit/Tacit types, and addresses the issue of creation directly.
Epistemological: involves various types of knowledge - Tacit, Explicit. Ontological: involves knowledge creating entities – Individuals, Groups, Organization, and Inter-organizations.

13. Organizational Knowledge Generation
Knowledge generation process (Most authors in west like Davenport & Prusak emphasize on increasing Explicit Stock of K. by one or more of following:) 1. Acquire Buy – IBM-Lotus, AOL-Netscape ‘Borrow’ – BP’s “Thief of the Year” award ‘Steal’ by Style – Steve Jobs of Apple 2. Rent – University – Industry partnership, Consultant 3. Dedicate (Resource) R&D’s role and gaps in organizations like Xerox’s PARC (Palo Alto Research Center) 4. Adapt – ‘Core Rigidities’ 5. Network

14. Approaches to KM 3.The Organizational School Prof. NONAKA (Japan)
SECI Management Process of K. Creation
Prof. NONAKA (Japan)