1. KM Past & Future 2004/ 1 Copyright © 2004 Knowledge Research Institute, Inc. Knowledge Management 20 years after... The evolution and increasing significance of Knowledge Management 2004 Karl M. Wiig Knowledge Research Institute, Inc. Arlington, TX 76016-3517 phone: (817) 572-6254 fax: (817) 478-1048 e-mail: kmwiig@krii.com –– website: www.krii.com

2. KM Past & Future 2004/ 2 Copyright © 2004 Knowledge Research Institute, Inc.  The Early Focus: Strengthen Operations by Improving Knowledge and Its Availability  The Emerging Focus: Make the Enterprise More Competitive from Strategic Perspectives “To Survive and Prosper You Need to Innovate Faster Than Your Competitors – It is Not Enough to Learn Faster!” KM’s Role Is Changing

3. KM Past & Future 2004/ 3 Copyright © 2004 Knowledge Research Institute, Inc. 1950s Deming & Durant: Quality requires knowledge and understanding 1956 Kenneth Boulding:“The Image: Knowledge in Life and Society” 1966 Peter Drucker: Knowledge Worker in “The Effective Executive” 1966 Kenneth Boulding:“The Economics of Knowledge and the Knowledge of Economics” 1969 Peter Drucker: Knowledge Worker in “The Age of Discontinuity” 1970s AI Promises: Expert Systems to automate knowledge processes 1978 Peter Keen:“Decision Support Systems: An Organizational Perspective ”  WWII changed the World economy  War ravaged nations built new, efficient industrial capabilities  Global competition shifted to higher quality and lower prices  Knowledge content increased in complex products and services  Computers began to provide “Knowledge Amplifiers” KM – The Stage Is Set

4. KM Past & Future 2004/ 4 Copyright © 2004 Knowledge Research Institute, Inc. KM – The Early Days – 1980s+ 1980s IBM & Others Personal Computer for business 1981 DEC, ADL, etc.Knowledge-Based System Applications 1985 Arthur D. Little“Knowledge Management and Applied AI” 1986 Böhme & Stehr:“The Knowledge Society” 1987 Sveiby & Lloyd:“Managing Knowhow” 1990 Senge“The Fifth Discipline” (Learning Organization) 1991 Thomas Stewart:“Brainpower” article in Fortune 1993 Prusak & alia:Boston KM Conference (150 participants) 1993 Wiig“Knowledge Management Foundations”   AI- based Expert Systems   Knowledge Sharing   Beginning Focus on Intellectual Capital

5. KM Past & Future 2004/ 5 Copyright © 2004 Knowledge Research Institute, Inc. Intellectual Capital Management (ICM) From

6. KM Past & Future 2004/ 6 Copyright © 2004 Knowledge Research Institute, Inc. The Field Is Dynamic! We continue to learn about people and knowledge with profound consequences for KM  Successful KM requires understanding of underlying knowledge-related mechanisms in people and organizations  Much more than realized, decisions are made by tacit activation of mental reference models  Mental models are often encoded stories of static scenes, dynamic episodes, procedures for work, and complex situations  People learn / remember stories and concepts better than facts  Expertise is a tacit and abstract personal capability to innovate, learn, blend mental models, see implications, and to act

7. KM Past & Future 2004/ 7 Copyright © 2004 Knowledge Research Institute, Inc. Situation Handling Requires Knowledge Copyright © 2003 Knowledge Research Institute, Inc.

8. KM Past & Future 2004/ 8 Copyright © 2004 Knowledge Research Institute, Inc. KM – Its Basic Nature KM Ideally, KM governs knowledge-related activities and processes in all parts of society to:  Improve effectiveness of personal actions – at work and at home  Strengthen enterprise behavior to:   Increase value to customers   Provide strong competitive position   Improve stakeholder relations   Capability to be responsible societal citizen

9. KM Past & Future 2004/ 9 Copyright © 2004 Knowledge Research Institute, Inc. Effective Actions Are Needed at All Levels

10. KM Past & Future 2004/ 10 Copyright © 2004 Knowledge Research Institute, Inc. An Important Change Within the Knowledge-Vigilant enterprise most people possess an “Asset Management Mentality” to create, maintain, exchange, and utilize Intangible Capital to be as effective as possible in all their pursuits KM is cornerstone of Integral Management

11. KM Past & Future 2004/ 11 Copyright © 2004 Knowledge Research Institute, Inc. Remember – KM Covers Five Domains!

12. KM Past & Future 2004/ 12 Copyright © 2004 Knowledge Research Institute, Inc. Knowledge Management Counts! Progress and viability are driven by human capital Most studies have been inconclusive... However, long-term effects of improved knowledge indicate:  1 % literacy score increase leads to  2.5 % personal productivity increase  1.5 % increase in GDP Source: International Adult Literacy Survey: Literacy scores, human capital and growth across fourteen OECD countries Serge Coulombe, Jean-François Tremblay, and Sylvie Marchand - Statistics Canada - Human Resources and Skills Development

13. KM Past & Future 2004/ 13 Copyright © 2004 Knowledge Research Institute, Inc. Few Are Knowledge Vigilant!  Within the enterprise, KM often pursue separate and disjointed efforts like:   KM/IT Applications   Learning Organization   Intellectual Capital Management  Advanced enterprises pursue KM as part of Integrative Management Qualitative Estimates

14. KM Past & Future 2004/ 14 Copyright © 2004 Knowledge Research Institute, Inc.  Personal : Improved earnings potentials More effective personal decision making Raised quality of life  Industrial : Greater competitive effectiveness Better products and services Beneficial for customers and consumers  Societal : Increased progress from better educated citizenry Improved social and economic environments More desirable society KM – Its Significance

15. KM Past & Future 2004/ 15 Copyright © 2004 Knowledge Research Institute, Inc. KM Scope Shifts to Wider Focus Qualitative Estimates Relative Frequency Knowledge Scope

16. KM Past & Future 2004/ 16 Copyright © 2004 Knowledge Research Institute, Inc. KM – Its Real Significance KM provides opportunities for people and organizations to make more effective and knowledgeable decisions You must be knowledgeable to see the implications of situations described by information Being Informed IS NOT Being Knowledgeable! Success in today’s global society requires being Knowledgeable and Informed – Both!

17. KM Past & Future 2004/ 17 Copyright © 2004 Knowledge Research Institute, Inc. Strategic goal for 2010 set for Europe at the Lisbon European Council – March 2000: "to become the most competitive and dynamic knowledge-based economy in the world, capable of sustainable economic growth with more and better jobs and greater social cohesion." KM – Societal Significance

18. KM Past & Future 2004/ 18 Copyright © 2004 Knowledge Research Institute, Inc. “A Focus on Cost-Cutting and Efficiency Has Helped Many Organizations Weather the Downturn, But This Approach Will Ultimately Render Them Obsolete. Only the Constant Pursuit of Innovation Can Ensure Long-Term Success.” DF Muzyka, FT Sep 17, 2004 Knowledge Management Is the Innovation Enabler by Providing the Driving Intellectual Capital Resources! KM and Innovation Are Key

19. KM Past & Future 2004/ 19 Copyright © 2004 Knowledge Research Institute, Inc. Extra Slides Added for Reference

20. KM Past & Future 2004/ 20 Copyright © 2004 Knowledge Research Institute, Inc. Our Work Is Becoming More Complex

21. KM Past & Future 2004/ 21 Copyright © 2004 Knowledge Research Institute, Inc. Small Actions Lead to Broad Behavior R&D-Marketing Engineering Manufacturing Delivery & Start-Up

22. KM Past & Future 2004/ 22 Copyright © 2004 Knowledge Research Institute, Inc. Most Decisions Are Nonconscious and Result from Activating Mental Reference Models!

23. KM Past & Future 2004/ 23 Copyright © 2004 Knowledge Research Institute, Inc. Some Inter-Domain Functions

24. KM Past & Future 2004/ 24 Copyright © 2004 Knowledge Research Institute, Inc. Examples of KM Domain Areas

25. KM Past & Future 2004/ 25 Copyright © 2004 Knowledge Research Institute, Inc. Knowledge-Based Business Diagnostics

26. KM Past & Future 2004/ 26 Copyright © 2004 Knowledge Research Institute, Inc. Maybe – Just Maybe – We Need to Understand Financial Times March 6 2004