1. Knowledge Management Strategies to Improve Business Performance
Chris Paladino
March 11, 2002
(703)
Knowledge Technologies 2002
Good afternoon and welcome to the session titled “Knowledge Management and Information Strategies.” I’m Chris Paladino with Andersen Consulting. Today I’m going to talk about Knowledge Management strategies which were used during an effort where we partnered with the U.S. Department of Housing and Urban Development to implement a Knowledge Management solution.

2. Topics KM Approaches Implementation Framework Success Factors
Questions

3. KM Approaches KM Definition KM Considerations Knowledge Spiral
Accenture KM Model

4. KM Definition
A collaborative and systematic process for acquiring, creating, synthesizing, and sharing information, insights, and experiences to achieve organizational goals.

5. KM Considerations
Although many companies recognize the importance of a more effective use of their knowledge, most struggle with where to start.
Which factors are critical for my business that can be addressed by Knowledge Management?
Which knowledge adds the most value?
What are the highest priority initiatives?
How do you create a culture for sharing?
Which people need to be empowered to contribute the right knowledge?
Are priorities aligned with measurements?
Strategy
What tools are currently in place?
What tools are needed to enable the environment?
How do you fill the gap?
People
Technology
Process
Are the right processes in place to - capture, refine, and create knowledge - disseminate, share, and apply knowledge to deliver business value?
©Accenture, 2002

6. Knowledge Spiral Collaboration Externalization Internalization1
Collaboration
Externalization 2
Messaging
Peer-2-Peer
eTeamSpaces/ eConferencing
Discussion Forums
Content Management
Knowledgebases
Workflow 4
Internalization
Combination 3
Portals
eLearning
Searching
Personalization
Push/Profiles
Knowledge Mapping
Data Mining
Synthesized Knowledge
Nonaka, I. And H. Takeuchi, The Knowledge-Creating Company. New York: Oxford Univ. Press, 1995.

7. Interpretation / Judgment
Accenture KM Model
*A one size fits all approach to developing a knowledge management system will not work
Work Models
Knowledge workers
Collaboration
Integration Model
Network Model
Systematic, repeatable work
Highly reliant on formal processes, methodologies, or standards
Dependent on tight integration across functional boundaries
Improvisational work
Highly reliant on deep expertise across multiple functions
Dependent on ability to build high commitment, flexible teams
Level of Interdependence
Transaction Model
Expert Model
Routine work
Highly reliant on formal procedures and training
Dependent on individual workers and enforcement of strict rules
Judgment-oriented work
Highly reliant on individual expertise and experience
Dependent on star performers - characterized by star cultures
Individual Actors
Interpretation / Judgment
Routine
Complexity of Work
©Accenture, 2002

8. Topics
KM Approach
Implementation Framework
Success Factors
Questions

9. Implementation Framework
Best
Practices
Customer
Management
Research &
Development
Individual &
Organizational Learning
Applications
Community Member
Expert
Content Manager
Knowledge Technologist
Knowledge Sponsor
Knowledge Integrator
Roles
Contribute
Access Control
Creation
Feedback
Community Management
Synthesize
Validate
Valuation
Archive/Delete
Activity Monitoring
Aging
Processes
Operation/ Administration
Program Management
Change Enablement
Development
Knowledge Maps
Directories
Attachments
Synthesized Knowledge
Discussions
Community/Home Pages
Internal/External Info
Knowledge Bases
Content
Search
Profile
Link Management
Knowledge Mining
Visual Controls
Portal
Abstractors
Routing/Workflow
Collaboration
Translators
Security
Alerts
Tools/Services
Knowledge Environment Architecture
Document
Management
Messaging
Internet
Communication & Collaboration
Information Interfaces
Infrastructure
Global WAN
LAN
Office Platform
Database Platform

10. Topics
KM Approach
Implementation Framework
Success Factors
Questions

11. Success Factors
Knowledge Strategy that identifies the vision, business goals, stakeholders, and activities to be accomplished.
Executive sponsorship will be essential to establishing this knowledge sharing environment. The cultural changes necessary to shift to a sharing environment must be actively supported and fostered throughout the organization by executive team.
Detailed Planning that incorporates activities, schedules, milestones, risk management, and the appropriate monitoring and tracking tools to support success.
Integration of sharing into normal activities so it doesn’t appear as a burden, but rather as an enabler.
Navigation
Executive
Leadership
User’s understanding and commitment to use the knowledge environment. A critical mass of users who are willing to share, contribute, and use what is available must be established for the potential of the environment to be realized.
Enablement
Business
Owner-
ship
Ongoing training and support will be necessary to both establish the critical mass of users and to ensure the continued understanding and effective use of the environment as it evolves.
Technical infrastructure must support sharing from both a cost and architectural standpoint.
Motivation and reward systems will need to be created to inspire people to contribute to and use the knowledge environment.

12. Questions Chris Paladino Knowledge Technologies 2002 March 11, 2002
(703)
Knowledge Technologies 2002