1. 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
6.14m

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

3. Issues in Knowledge Creation & Use

4. 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

5. 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

6. 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:

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

8. Concurrent Project Engineering
Is an multi-project approach for developing new products & services
Video m
Idea Development
Design & Prototyping
Engineering
Manufacturing

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

10. Forms of Knowledge Management

11. Forms of KM: Hypertext Organisation
Knowledge creating/organising organisation
Source: ;

12. Forms of KM: Network Organisation
Virtual or network organisation
Organisation coordinating & integrating with others to appear like a large organisation
Broker firms
General Motors

13. The Flat or Team-based Organization
Versus

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

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

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

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

18. Product Lifecycle Attributes
Video m

19. 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

20. 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-

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

22. 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

23. 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