1. Knowledge Management Because People Know More Than They Can Tell,. And
Knowledge Management Because People Know More Than They Can Tell, And Tell More Than They Can Write Down.
WALTON
By PRAMOD NIROULA-NASC

2. Presentation Outline Warm up Questions Knowledge: The Big Picture
Knowledge Management: Journey from Creation to Application
Digging Deeper into Knowledge Management : Process and Tools
Why Managing Knowledge is Crucial: the Strategic Perspective
Refining the Knowledge Management: The Synthesis and Knowledge Cycle

3. Knowledge Management: The Big Picture
Assembling Facts
Data
Making Meaning
Information
Applying to Improve Lives
Knowledge
Expertise/Wisdom

4. Value of Data, Information & Knowledge
H T H T T
H H H T H …
T T T H T
pH = 0.40
pT = 0.60
RH = +$10
RT = -$8
nH = 40
nT = 60
Information
Data
Zero
Low
Medium
High
Very High
Value
Knowledge (approximation only)
EV = -$0.80
Counting
pH = nH/(nH+nT)
pT = nT/(nH+nT)
EV=pH RH+ pT RT

5. Data –> Information –> Knowledge -> Wisdom
Knowledge – the know how
actionable information
e.g., Increasing the production capacity before X’mas each year to handle the extra sales volume
Wisdom – the know why
e.g., why there is increasing sales volume just before X’mas?
inclination to adjust
Tacit/Explicit/ Embedded Knowledge
Data
Information
Knowledge
Wisdom

6. Relating Data, Information, Knowledge to Events
System
Data
Information
Knowledge
Decision Support
System
Use of
information
Decision
actions
Events

7. Knowledge Creation
British Petroleum gives a “Thief of the year” award to the person who has “stolen” the best ideas in application development.
That is why, the Spanish proverb “Well stolen is half done” is sound reasoning if you are in the knowledge business.

8. How do we Create Knowledge in Organization?SN
Source
Ways 1.
Buy it
The knowledge you think you are buying may walk out the door. 2.
Rental
If you are renting a knowledge, make sure you take steps to retain it too. 3.
Dedicated Resources
Establish units or groups specially for that purpose i.e. R&D are the standard example. 4.
Fusion
Bringing together people with different perspectives to work on a problem or project, forcing them to come up with a joint answer 5.
Networks
Generation/creation through informal, self organizing networks within organization 6.
Adaptation
External and internal changes cause business to adapt.

9. JOHARI Window for this purpose
Feedback
Unknown to self
Known to self
Known to others
PUBLIC
BLIND
PRIVATE
UNKNOWN
Disclosure
Unknown to others

10. Knowledge Creation : Self Methods
Brainstorming
Mind mapping(Concept Mapping)
Attribute Listing
Problem Reversal
Forced Analogy
Researching

11. The Knowledge Spiral: Continuous Cycle
Knowledge Type
Process
Method/Tool (How )
1. Tacit-Tacit
Socialization
Sharing Experiences and ideas
2. Tacit-Explicit
Externalization
Articulation via Metaphor and model
3. Explicit-Explicit
Combination
Sorting/Combining
4. Explicit-Tacit
Internalization
Learning by Doing, technical Know how

12. Major KM Tools & Techniques
Brainstorming
Peer Assist
Learning Reviews
After Action Reviews
Communities of Practice
Storytelling
Virtual Work Spaces
Physical Work Spaces
Quality Circles
Social Network services
Document Libraries
Blogs
Advanced Search
Knowledge Clusters
Knowledge Café
Exit Interview

13. Why People do not Want to Share Knowledge?
“Knowledge is power”
 “I don’t have time”
 “I’ve got too much real work to do”
 “That’s not my job”
 “You’re just using other people’s ideas and taking the credit”
 “I want to do things my way”
 “This is how it’s always been done”
“I’m already suffering from information overload”
“You should already know all the answers”
 “It’s just another management fad; if I ignore it, it’ll eventually go away”
“What’s in it for me?”

14. Explicit (Structured)
Most knowledge management systems typically only capture a fraction of Knowledge!
Type of Knowledge
Percentage of Data
Explicit (Structured)
40%
Tacit (Unstructured)
New/recently created
20%

15. Successful Implementation for Knowledge Management
Understanding of People with Process and Technology: Knowledge Inputs
Successful Implementation for Knowledge Management
Technology
Process
People
WALTON – LEAD
Enterprise 2.0 is not simply a series of technology tools, but a transformation of the enterprise mindset to build strategy to address business requirements that realize cost savings, performance improvement, and if possible, new innovative sources of revenue.
The building blocks of this potential enterprise success are in the people, processes, and technology that make up the organization.
Over the last few years, as agencies and corporations have sought to solve this problem of knowledge loss, Enterprise 2.0 showed much promise to help them capture information from staff, management, and interconnected systems. However, as with most technological changes, Enterprise 2.0 suffered from too much focus on tools and technologies, and not enough on the processes, people, and strategies needed to drive success in the long term.
Very often, organizations apply technology to solve complex challenges only to find that the technology multiplies the impact and visibility of the problem.
A people-and-process-first strategy is key to unlocking the benefits of Enterprise 2.0 technologies and must include a focus on the organization’s mission, the initiatives that are truly required to achieve the mission, and defining the metrics to measure success in both the short and long term. The building blocks of the organization—people, processes, and technology— must be evaluated and incorporated into the Enterprise 2.0 planning process. By first making people and processing more efficient and then investing in the technology to make them more effective, organizations can achieve their missions measurably, more effectively, and at a lower cost over time.

16. It’s everything underneath that we so often forget about
Technology is just the tip of the iceberg – the part that everyone pays attention to
It’s everything underneath that we so often forget about
Steve – Lead
People and Processes - examples
What’s your policy regarding social vs. professional content? How are you defining each term?
Are employees comfortable sharing “unfinished” work without peer or manager review?
Is senior leadership ready to not only support the initiative but be visibly active?
How will you handle employees who publicly complain about a new policy?
What’s your content policy?
Who owns the intellectual capital that’s posted?
How do you handle the content of an employee who leaves?
What’s your funding plan for year 2? Year 4?

17. Different Types of Knowledge

18. Knowledge Management Processes
Discovery
Combination
Socialization
Sharing
Socialization
Exchange
Application
Direction
Routines
Capture
Externalization
Internalization

19. Knowledge Enablers Knowledge Resources Culture & Learning Practices
What do we know and where is it ?
Culture & Learning
Practices
What processes leverage
How do we participate
that know-how?
with this know-how?
Collaborative
Technology
How do we support this know-how?

20. Organizational Learning Process
Diffusion -
Tacit, Explicit
Incentives
Integration
Modification
Identification
Creation
Metrics
Action
Overall focus is on learning actionable knowledge
Organizations successful at KM Generate and Generalize knowledge
Generate - Create new knowledge and Identify knowledge that exists inside and outside the organization
Generalize - Transfer Knowledge from person to person, group to group, organization to organization
Diffusion - tacit/explicit - Tacit - Dialogue, Explicit - someone creates an external representation of their understanding (Word, , PowerPoint)
Integration - Knowledge transfer only matters to the receiver. Person knowledge is transferred to must be open to new ideas, able to challenge assumptions to integrate into their mental model.
Modification - Knowledge is never received “pure”, typically the receiver takes out the pieces that work for him/her.
Action - Important experiential knowledge is built through action. Wouldn’t expect someone to be able to <choose example> by reading a book or paper. Need tacit knowledge built up in action.
Need metrics to determine success in each area and to provide incentive. Not measured it won’t get done.
Focus of this MSR is on metrics and incentives for the diffusion process.
Examine available tools and develop tools for each area. (I.e. Expert Finder (identification), CVW - diffusion, Invention Machine (integration), PowerSim (Action)
Source:
Reinhardt and Pawlowsky

21. Knowledge Management Metrics
Measuring Success (How am I doing?)
Benchmarking (How am I comparatively doing?)
Tracking Improvement (Am I getting better?)
Direct
future investment (technology, employees)
strategy
alignment (culture, incentives)
“One way to ensure your doing worse is to not measure” - Adapted from Pressman
Why take Metrics? - they provide a normative direction. Give goals to an organization.

22. KM Architecture

23. Knowledge Management Process Model
Acquisition
Refinement
Storage/ Retrieval
Distribution
Presentation
Expertise
Domain Model
Business Rules
Ownership; Federation Agreements, Data Sources
External Sources and Formats.
Wrappers
Politics of data
Data Cleansing
Indexing
Metadata Tagging
Concept Formulation
Information Integration
Ontology & Taxonomy
Knowledge Curation.
Storage and indexing of Knowledge
Concept-based Retrieval
Retrieval by Author, Content, Threads, etc.
Knowledge Security.
Intranet & Internet
Knowledge Portals
XML
Active Subscriptions
Discussion Groups.
Digital Rights Management
User Profiles for dynamic tailoring links.
Knowledge creation, update annotation, and storage in Knowledge Repository.
Collaboration Environments

24. Knowledge Management System

25. Learning Before, During and After
Knowledge Management Framework
Using
Knowledge
Learn
during
after
before
Learning Review
After Action Review
Peer Assist 25

26. Knowledge Strategy Model
Resources
Organization, Capabilities, Core Competencies
Firm’s Knowledge Strategy
Customer Relationships
Strategic Resources
Networks, Partners

27. Knowledge Strategic Drivers
Growth through share, market strength, distribution – external market focus
Forging long-term, deep relationships with customers – external focus, growing with customer success
Market Growth
Customer Intimacy
Operational Effectiveness
Profit through productivity and cost control – internal development focus

28. TOP Down VS Bottom UP Management
Strategically linked, Organizational
Opportunity for knowledge integration:
Middle sees organizational needs best
Top-down knowledge strategy authoritarian
Communities have limited access to big picture
Dynamic business conditions require view from the middle
Customers, Context, Constituents
Recognition of:
Knowledge communities,
local initiatives
Bottom-Up

29. Where do you stand? Your Organization Competitors Innovator Innovative
Leader
Viable
Competitor
Advanced
Laggard
advancement
At Risk
Core
“exit strategy”
Core Knowledge
Advanced Knowledge
Innovative Knowledge
Competitors

30. Knowledge Management Cycle
Knowledge Creation and Acquisition
Knowledge Representation
Knowledge Dissemination and Sharing
Knowledge Manipulation
And Use
None of these things were endorsed by military acquisitions, but all have gradually started happening out of necessity and user requirements.

31. Knowledge Management (Summary)
Knowledge Discovery
Knowledge Capture
Knowledge Sharing
Knowledge Application
KM Processes
Combination
Socialization
Internalization
Externalization
Exchange
Direction
Routines
Knowledge Discovery Systems
Knowledge Capture Systems
Knowledge Sharing Systems
Knowledge Application Systems
KM Systems
KM Mechanisms
Analogies and metaphors
Brainstorming retreats
On-the-job training
Face-to-face meetings
Apprenticeships
Employee rotation
Learning by observation ….
Decision support systems
Web-based discussion groups
Repositories of best practices
Artificial intelligence systems
Case-based reasoning
Groupware
Web pages …
KM Technologies
Organization Culture
Organization
Structure IT
Infrastructure
Common Knowledge
Physical Environment
KM Infrastructure

32. And Finally: Knowledge Management in a Sentence
Getting the right information
to the right people
at the right time.

33. FINANCIAL STATEMENTS Balance Sheet
Income Statement: - Trading and Profit & Loss Account in the case of profit making entity and Income & Expenditure Account in the case of non profit making entity.
Statement of changes in equity
Cash Flow Statement
Accounting policies and explanatory notes.