1. Jean-Louis ERMINE New Delhi, June 2010 Knowledge in organisations : From Strategy to Information Systems

2. © JL Ermine Who am I ? Jean-Louis ERMINE PhD in Fundamental Mathematics (Paris, 1976) National « Habilitation à diriger des recherches » (Research Supervisor) in Computer Science (Bordeaux, 1990) 1978 - 1991 : Researcher in Mathematics, then in Artificial Intelligence, Algiers and Bordeaux University 1991 - 2000 : “Knowledge Manager” in CEA, (French Atomic Energy Commission) Since 2003 : Professor at the « Institut TELECOM », France now Associate Dean for Research of TELECOM Business School President of the French Knowledge Management Club since 1999 Expert for UN (International Telecommunication Union, International Atomic Energy Agency) since 2003 Invited researcher in Canada (CEFRIO) since 2006 Project leader or advisor in numerous research or industrial KM projects in public or private companies in France (Industry, Energy, Transport, Defence, Bank, SMEs …) and abroad (Sonatrach (Algeria), Hydro-Québec, Public Administration (Canada), Research Institute on Nuclear Energy (Brazil), …) 4 books, 50 articles in peer-reviewed journals and conferences, …

3. © JL Ermine The KM Framework Strategic Knowledge Analysis Knowledge Capitalisation Knowledge Sharing and Evolution

4. © JL Ermine «Knowledge Gap », caused by a too slow replacement of knowledge, => Higher cost for knowledge acquisition, efficiency loss, evolution delay …. «Knowledge Loss », caused by a loss of organisational memory => Production loss, quality decrease, loss of market shares or clients … « Knowledge Crash » caused by a rapid loss of a strategic capability of an organisation => Major risk for the organisation Nightmare Scenario : Knowledge Gap → Knowledge Loss → Knowledge Crash How to prevent the risk ? The different levels of risks for Knowledge Risks linked to Knowledge : Different risk levels for the same type of problems

5. © JL Ermine Aging population (active population) This is a phenomenon that never occurred before in the history of mankind, it is irreversible and all the countries are concerned. It implies a weak replacement of ageing workforce by a younger workforce, hence, a risk of « Knowledge Gap ». This risk is more important in the public services (OECD 2007). Baby Boom This a phenomenon essentially addressed by the developed country with a low birth rate. It implies massive retirements in the next years, hence a risk of “Knowledge Loss”. Knowledge Gap + Knowledge Loss => Knowledge Crash ? Some weak signals announcing a potential risk Some Weak Signals Announcing Knowledge Crash

6. © JL Ermine Dream Scenario : Knowledge Management → Increased Performance How to manage the Knowledge Resource ? Opportunities linked to Knowledge : Different reasons to bring added value Knowledge is an intangible asset that has an economic value Knowledge is a strategic resource for productivity The vulnerability of the organization is linked to the vulnerability of its knowledge Knowledge is a decisive competitive advantage

7. © JL Ermine PATRIMOINE DES CONNAISSANCES KNOWLEDGE CAPITAL Réseaux du savoir Tacit Knowledge Explicit Knowledge Knowledge Devices ELICITING What are the strategic objectives ? What is the critical related knowledge ? CRITICAL KNOWLEDGE CAPITAL COLLECTING Knowledge servers Knowledge Communities Learning systems Innovation systems Strategic analysis Knowledge Capitalisation Knowledge Sharing and Evolution The KM approach in an organization The Knowledge Management Approach in an Organisation

8. © JL Ermine The KM Framework Strategic Knowledge Analysis Knowledge Capitalisation Knowledge Sharing and Evolution

9. © JL Ermine « middle top-down » approach Knowledge Analysis Knowledge Actors Strategic Analysis of Critical Capabilities and Knowledge Strategic Alignment Decision Support What is the critical knowledge ? Strategic Analysis Strategy Actors What are the critical capabilities ?

10. © JL Ermine X X X X X X X X X X Impact of knowledge on strategy Impact of strategy on knowledge X X X X X X XX X Translation of customer needs into transportation plans Conception of transports and management of delocalized airports Capacity to design an appropriated information system Capacity to integrate local costs in the information system Capacity to recruit quickly and efficiently everywhere Loading Exceptional transport Customers stocks management Utilization of aircrafts Utilization of grounded resources Global Knowledge Roadmap justified, coherent and efficient Decision Knowledge to acquire (recruiting …) Knowledge to observe (Competitive intelligence, environmental scanning …) Knowledge to create (innovation, R&D …) Knowledge to share (Collaborative work, Communities …) Knowledge to transfer (Capitalisation and transfer)

11. © JL Ermine The KM Framework Strategic Knowledge Analysis Knowledge Capitalisation Knowledge Sharing and Evolution

12. © JL Ermine What are the types of knowledge needed for knowledge transfer ? How to collect knowledge ? How to formalize what « we cannot say » ? What is possible to codify ? Knowledge Codification Knowledge Book Basic phenomena Process Know How Concepts History Evolution u u u « Knowledge Structuration, Transcription and Modeling »

13. © JL Ermine The KM Framework Strategic Knowledge Analysis Knowledge Capitalisation Knowledge Sharing and Evolution

14. © JL Ermine Knowledge Server Design Knowledge Repository Knowledge Communities Collaborative Spaces Knowledge Resources Codified Knowledge

15. © JL Ermine Codified Knowledge Learning Systems Design Pedagogical Engineering Learning system that can be appropriated by professionals Content derived from codified professional knowledge Adequate infrastructures, resources and services

16. © JL Ermine Knowledge Capital Creativity Innovation Innovating Proposals Innovative Design Innovation Paltforms Design : Knowledge Based Innovation Using existing knowledge Hiostory of Ideas, Experiences …. Analysis Evolution laws, Potential innovation pits …. Codified Knowledge

17. © JL Ermine Design and Management of Knowledge Communities @ @ @ @ @ @ @ @ Emerging structuring officializing consolidating Emerging Community Informal Community Operational Community Communities of practice, of interest … @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ @ Connexion Coordination Cooperation Sharing dissociating Manage the Life Cycle of a community, and their supporting tools Codified knowledge

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