1. Knowledge Management C S R PRABHU BY Deputy Director General
Ministry of Communications and Information Technology
NATIONAL INFORMATICS CENTRE
HYDERABAD

2. Knowledge Management Definition
Knowledge management is the process of discovery, acquisition, creation, dissemination and utilization of knowledge for the organization.

3. Knowledge Management
Knowledge has been recognized as an important productivity factor for the organization

4. Knowledge Management Working Definition
Knowledge Management is a discipline that seeks to improve the performance of individuals and organisations by maintaining and leveraging the present and future value of knowledge assets.
Definitions are many and varied. Four main elements
- explicit: knowledge is explicitly recognised (language, documents etc.)
- systematic: it is too important to be left to chance
- selective: there’s lots of knowledge; focus on that which is important
- content and process perspective (nouns and verbs)
By adopting a systematic vs. an ad-hoc approach, management consultancies believe they can offer better global solutions, and reduced competitive price pressures (e.g. see Booz Hamilton Allen)

5. Knowledge Management
The three basic means of human knowledge acquisition are :
to discover
- One can discover something all by oneself
to study and to communicate
- One can obtain knowledge from others by
studying information that has previously
been recorded or by communicating
directly with them.
Definitions are many and varied. Four main elements
- explicit: knowledge is explicitly recognised (language, documents etc.)
- systematic: it is too important to be left to chance
- selective: there’s lots of knowledge; focus on that which is important
- content and process perspective (nouns and verbs)
By adopting a systematic vs. an ad-hoc approach, management consultancies believe they can offer better global solutions, and reduced competitive price pressures (e.g. see Booz Hamilton Allen)

6. Knowledge Management
Knowledge management is in practice in many organisations for the purpose of achieving,
Improvement in operating efficiency of business processes which benefit from having access to superior information at the point of need e.g customer-facing and marketing processes, product development etc
A knowledge-empowered organisation
A way of addressing concerns over the loss of corporate memory arising from the increasing mobility of labour

7. Knowledge Management Principles of Knowledge Management
Knowledge Management is a discipline
Knowledge is shareable in the organisation
Cultural change is not automatic
Create a change management plan
Stay strategic
Pick a topic, go in-depth, keep it current
Don’t get hung up on the limitations
Set expectations or risk extinction
Integrate KM into existing systems
Educate your self-service users

8. Knowledge Management Significance of Knowledge Management
Track, measure, share and make use of intangible assets in an Organisation
Paying attention to ensure that they are capturing, sharing and using productive knowledge within their organisations to enhance learning and improve performance.

9. Knowledge Management
Critical success factors can be categorized as follows
Leadership
Culture
Structure, roles, and responsibilities
Information technology infrastructure
Measurement.

10. Data, Information, Knowledge
Knowledge Management
Knowledge and Learning
Data, Information, Knowledge
Data – raw facts; numbers
Information – data in context; readily captured in documents and databases
Knowledge – information plus experience to act upon

11. Knowledge Management
Knowledge involves a higher degree of certainty or validity than information
BASICS to Knowledge :
Information
Values
Beliefs
Experiences
Rules and Procedures

12. Knowledge Management Knowledge and Learning Learning Organisation
It facilitates the learning of its members and continuously transforms itself.
In a learning organisation everyone, and the organization as well, are engaged in a continuous learning process.

13. Knowledge Management Teaching Organisation
In a teaching organisation everyone is a teacher, everyone is a learner and reciprocal teaching and learning are embodied into everyday activities.
Teachers belong to the organisation and the teaching process is completely developed with organisational resources.

14. Knowledge Management Coaching Organisation
Creates an environment where the behaviors and practices involved in continuous learning exchange both explicit and tacit knowledge; reciprocal coaching and self-leadership development are actively encouraged and facilitated
Coaching relationship with his/her training involves mutual commitment, trust and respect.

15. Knowledge Organisation

16. Knowledge Management
Successful organizations are often described as Knowledge Organizations composed of knowledge workers who continually perform knowledge intensive tasks using and creating new knowledge.
Successful organisations create new knowledge, share and spread this knowledge through the entire organization and quickly embody it in new products and technologies.

17. Knowledge Management
Organisation knowledge is frequently categorised into
Tacit knowledge – personal; wisdom and experience; context-specific; more difficult to extract and codify
Can be transmitted through social interactions and socialisation
Explicit knowledge – what is recorded; easily identified, articulated, shared
Cultural knowledge – Cultural Ethos specific to a line of business
or region or language or relegion or nation.

18. Conceptual Frame Work of Knowledge Management

19. A Conceptual Architecture is Required to Position Technologies Relevant to KM and Provide a Context For Selection
Interface
Knowledge Portal
Knowledge Management services
Discovery Services
Collaboration Services
Taxonomy
Knowledge map
Information and process management
Knowledge Repository
Infrastructure
, file servers, Internet / intranet services
Information and Knowledge Sources WP
World Wide Web
Corporate
Databases
People
Collaboration Services
Discovery services
Knowledge Map
Knowledge Repository
supports knowledge sharing
helps users to retrieve and analyse the information in the corporate memory
provides a corporate schema for knowledge classifications
provides the information management functions for captured knowledge

20. Knowledge Management Characteristics of KM Implementation Trends
Key Problems knowledge enterprises face today are :
Poor utilisation of knowledge
Information and knowledge islands
Knowledge loss
High cost of sharing knowledge
Reinvention / Repetitions
Lack of responsiveness

21. Knowledge Management Characteristics of KM Implementation Trends
Popular Application Areas :
Most oragnisations have an interest to manage and increase their knowledge in the following areas :
Customer Needs / Preferences
Performance Trends / Variations
Competitor Plans, Products, Market Perceptions

22. Knowledge Management Characteristics of KM Implementation Trends
Approaches Adopted :
Society Centric Approach – Treats knowledge management as a social communication process
Process Centric Approach – Focuses on knowledge mapping in business process
Technology Centric Approach - Focuses on knowledge artifacts their creation storage and reuse in IT systems.

23. Knowledge Management Characteristics of KM Implementation Trends
Typical Activities :
Appointment of Knowledge leader
Creation of knowledge teams
Development of knowledge bases
Knowledge centres
Knowledge sharing
Intellectual asset management

24. Knowledge Management

25. THANK YOU