1. The Origin of Knowledge by B. Nugroho Budi Priyanto
Knowledge Management
The Origin of Knowledge by
B. Nugroho Budi Priyanto

2. Topics
Differentiate: knowledge, information and data

3. Information vs Knowledge
Processed data
Actionable information
Simply gives us the facts
Allows making prediction, casual associations, or predictive decisions
Clear, crisp, structured, and simplistic
Muddy, fuzzy, partly unstructured
Easily expressed in written form
Intuitive, hard to communicate, and difficult to express in words and illustrations
Obtained by condensing, correcting, contextualizing, and calculating data
Lies in connections, conversations between people, experience-based intuition, and people’s ability to compare situations, problems, and solutions
Devoid of owner dependencies
Depends on the owner
Handled well by information systems
Also needs informal channels
Key resources in making sense of large volumes of data
Key resources in intelligent decision making, forecasting, design, planning, diagnosis, and intuitively judging
Evolves from data; formalized in databases, books, manuals, and documents
Formed in and shared among collective minds; evolves with experience, successes, failures, and learning over time
Formalized, captured, and explicated; can easily by packaged into an reusable form
Often emerges in minds of people through their experiences.

4. Converts data to information
Condensation
Calculate
Contextualization
Correction
Categorization
Information

5. Creating Information Addition to Data Result Condensed
Data is summarized in more concise form, and unnecessary depth is eliminated
Contextualized
We know why the data was collected
Calculated
Analyzed data, similar to condensation of data
Categorized
The unit of analysis is known
Corrected
Errors have been removed, missing “data holes” have been accounted for

6. Integration of Knowledge
Integration of knowledge creates new knowledge at the subsequent levels

7. A map of some key facet of knowledge

8. Comparing Tacit & Explicit Knowledge
Characteristic
Tacit
Explicit
Nature
Personal, context-specific
Can be codified and explicated
Formalization
Difficult to formalize, record, encode, or articulate
Can be codified and transmitted in a systematic and formal language
Development process
Through trial and error in practice
Through explication of TK understanding and interpretation of info.
Location
Stored in the heads of people
Documents, etc.
Conversion process
To EK through externalization that is often driven by metaphors and analogy
IT support
Hard to manage, share, or support with IT
Well supported by existing IT
Medium needed
Needs a rich communication medium
Can be transferred through conventional electronic channels

9. KM system must support Truth Judgment Experience
Values, Assumptions, and beliefs
Intelligence

10. Fundamental processes in KM

11. Levels of Professional Knowledge

12. Learning company vs knowledge-leveraging company

13. Retrofitting knowledge to the choice and implementation of IT & IT support functions (1)
Aspect
Asset & Outcome
Technology as Secondary Asset-Based Choice
What is managed
Knowledge
Knowledge creation
Knowledge reuse
Knowledge integration
Hardware
Software
Communication network
Why managed it?
Provide historical basis for decisions
Enabled sound decisions
Increase decision accuracy and choice efficiency
Implement reliable and high quality hardware, software, and communication systems
How do we manage it?
Integrated, cross-functional approach
Include the entire extended enterprise, i.e., suppliers, consumers, consultants, vendors, and buyers
Integrated existing systems
Control costs
Make processes more efficient
Learn from mistakes
Reuse, not reinvent
Inventorize

14. Retrofitting knowledge to the choice and implementation of IT & IT support functions (2)
Aspect
Asset & Outcome
Technology as Secondary Asset-Based Choice
Metrics and success criteria
Financial, tangible and intangible gains realized
Impact on performance
Impact on competitiveness
Timelines
Benchmark performance
A working KM system
A well-used KM system
A growing KM system
User increasingly contribute and demonstrate reciprocity
Who manages it?
The CKO or equivalent manager
Individual organizational units using it
The CKO or equivalent managerial employee
The information technology function
Network service providers.
Practice leaders

15. Three factors that distinguish company
Leveraged core competencies
Continuous improvement of the value-added chain
Ability to revitalized fundamentally

16. Is your company ready for KM?
The scanning imperative:
Does your company truly understand the environment in which is functions?
Does it gather information about practices and condition outside the organization?
Is there awareness about how your company’s internal operation compare with those of your competitors?
Shared perception of performance gap
Metrics
Corporate culture
Knowledge champions
Strategic alignment
Begin with what you know

17. Lesson learned There are two primary types of knowledge
Experiential knowledge is stored in scripts
Knowledge is essentially collaborative and falters with data-hoarding mentality
The five Cs for data to information
Managing knowledge is essential
Managing knowledge effectively can produce enviable results
Beyond know-how towards care-why.
Intranets and extranets can be a starting point for building a KM system
Success of a KM system depends on reciprocity
Is your company ready for KM?