1. Compiled by : Shyan Kirat Rai
Knowledge Management
Taming the Intangible
Compiled by : Shyan Kirat Rai

3. Agenda KM Definitions What is knowledge KM Myths SECI Model KM Tools
KM Methods
Roadmap to KM in an organization

4. What is Knowledge? Source: R. Ackoff’s “Pyramid to Wisdom” (1989, 1996)
Understanding that permits knowledge to be used
Organized information that provides guidance or initiates action
Knowledge
Collection of related data with context and perspective
Information
DIKW (Data, Information, Knowledge, Wisdom) model from
Quezon City (QC) Weather in DIKW context:
If you see the weather forecast for QC but don’t live there (say you’re in another country), then it has no direct connection to your life – so its just DATA
If you happen to live or work in QC, then this same set of numbers becomes INFORMATION – because it informs you of what the weather is like – even if you can’t do anything about it.
If you live or work in QC and can use the information as a basis to make a decision (e.g., will you bring an umbrella or shades because it will be hot?) or take action (e.g., you won’t water the plants or wash the car because it might rain, etc.), then it becomes KNOWLEDGE.
WISDOM is the experience that comes with using knowledge repeatedly (e.g., you know that if the weather report says 26 – 31C, partly cloudy, then it won’t rain – so its okay to wear your new shoes to go to school or work).
Data
Raw / hard facts

5. Three entities – Data, Information & Knowledge
The continuum of knowledge
Abstract
Wisdom
Insights
Experience
Physical
Knowledge
Information
Data
Three entities – Data, Information & Knowledge

6. DIKW- Continuum

7. Types of Knowledge Explicit Knowledge Tacit Knowledge
Knowledge that is written down – and thus, easily recorded, shared, tracked, and measured, as well as edited or improved by others.
Tacit Knowledge
Knowledge in your head. What you know but cannot easily share that lets you do a better job.

8. Knowledge Assets (KA) Explicit Tacit Paper-based Multimedia
Digitally-Indexed
= Media-based
Written down
Digitally-Active
Intellectual Property
© ™ (sm)
Patents
Tacit
Individuals
= People knowledge
in People’s head
Groups

9. Definition of KM
Knowledge management is a discipline that promotes an integrated approach to identifying, retrieving, evaluating, and sharing an enterprise’s tacit and explicit knowledge assets to meet mission objectives. The objective is to connect those who know with those who need to know (know-why, know-what, know-who, and know-how) by leveraging knowledge transfers from one-to-many across the enterprise.

10. Definitions…
Knowledge Management (KM). A conscious strategy to leverage the knowledge assets of an organization
to help achieve the business results.

11. Definitions… A managed system for ensuring that The right knowledge
Reaches the right people
At the right time
To help them make the right decisions

12. KM Thoughts
“KM is a JOURNEY not a DESTINATION”
-Warick Holder

13. KM Advantages
In today’s knowledge economy “knowledge is the biggest capital”
Knowledge is linked to performance
KM helps innovation
Take advantage of what others already know
Avoid past mistakes
Avoid redundant work
Retain organizational knowledge

14. KM Thoughts
“In the end, learning faster than our competitors is the only sustainable competitive advantage”
-Arie de Geus – Shell

15. Knowledge Management Myths
Knowledge can be managed
Don’t manage, facilitate
KM implementation is the goal
KM is an enabler to achieve bigger goals
KM means implementing a software
Technology is only an enabler
KM needs changing culture
Can’t change culture, influence it

16. KM Thoughts
“You can’t manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.”
Chris Collison and Geoff Parcell,
Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations ”

17. It is not the strongest of the species that survive, Nor the most intelligent … But the ones most responsive to change Charles Darwin

18. KM Enablers
Technology
10 %
70 %
People
Process
20 %
Success

19. Knowledge Management involves processes for
Knowledge acquisition
Knowledge creation
Knowledge storage
Knowledge sharing
Knowledge application

20. Knowledge Sharing Connecting Collecting
There are two ways to exchange knowledge. You need both, for different types of knowledge
Knowledge can be exchanged through dialogue (the CONNECT route)
Knowledge can be exchanged in written or recorded form (the COLLECT route)
Source:

21. A demand for knowledge will stimulate a supply, but not vice versa”
KM Thoughts
“Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.
A demand for knowledge will stimulate a supply, but not vice versa”

22. Barriers to KM Unclear concept/ vision “Knowledge is power “ mentality
Lack of knowledge sharing processes
No time allowed
No knowledge sharing by executives
Managers do not walk the talk
Ineffective channels of knowledge distribution
Lack of knowledge filters
Lack of encouragement
Bureaucracy

23. KM Thoughts -Bob Buckman
Our approach to KM is far more than stick or carrot. We say, "Knowledge Sharing is your job. Do it! As a reward you may keep your job”
-Bob Buckman

24. Some of the Knowledge Creation Tools
After Action Review (AAR)
Collegial Coaching
Yellow Pages
SWOT (Strengths - Weaknesses - Opportunities - Threats)
Good Practice
Knowledge Fair
Exit Interview
Story Telling  
Experience Capitalization
Mentoring
Visualization

25. Tools Contd.. Peer Assist Briefing Brainstorming
Group Facilitation (Moderation)
Community of Practice
Open Space
Balanced Scorecard
Knowledge Map
Knowledge Network
Lessons Learnt

26. SECI Model
Ikujiro Nonaka and Hirotaka Takeuchi propose a model of the knowledge creating process to understand the dynamic nature of knowledge creation, and to manage such a process effectively: the SECI model.

27. Technology in Knowledge Management
Taming the Intangible

30. Implementing and Maintaining KM
Maintaining KMS KM
Why Implement KM?
Strategy for Implementing
Who’s Responsible?
IT’s Role in Implementing 30

31. Knowledge Management Systems
Knowledge management systems refer to any kind of IT system that
stores and retrieves knowledge,
improves collaboration,
locates knowledge sources,
mines repositories for hidden knowledge,
captures and uses knowledge, or
enhances the KM process

32. KM Systems Tools Groupware systems & KM 2.0 The intranet and extranet
Data warehousing, data mining
Decision Support Systems
Content management systems
Document management systems
Artificial intelligence tools
Simulation tools
Semantic networks

33. KM Tools
Wiki
RSS
File Sharing

37. TRANSFORMATION IN GOVERNMENT
Bureaucratic
Citizen Centric
Fragmented
Integrated
Authoritarian
Service Oriented, Participatory
Closed
Transparent
Intuition/ Guess Work
Informed Decision Making
Manual Operation
Automated

39. Problem The technical programming and design know- how
Organizational know-how based on the understanding of knowledge flows

40. When Knowledge adds up to nothing
Charles Lucier, Chief Knowledge Officer at International management and technology consulting firm said up to 84% of all KM programs fail.
A global bank spanning 70 countries abandoned their KMS before it was ever rolled out.
A European manufacturing company successfully implemented a KMS, but it was rarely used.
A pharmaceutical company implemented a KMS that could not be easily adapted to specific context of each work group

41. Failure Factor of KM Systems
Inadequate support: managerial and technical, during both implementation and use.
Expecting that the technology is a KM solution in itself.
Failure to understand exactly what the firm needs (whether technologically or otherwise).
Not understanding the specific function and limitation of each individual system.

42. Lack of organizational acceptance, and assuming that if you build it, they will come – lack of appropriate organizational culture.
Inadequate quality measures (e.g. lack of content management).
Lack of organizational/departmental/etc fit - does it make working in the organization. easier? Is a system appropriate in one area of the firm but not another? Does it actually disrupt existing processes?
Lack of understanding of knowledge dynamics and the inherent difficulty in transferring tacit knowledge with IT based systems.
Lack of a separate budget.

43. Knowledge Management Success
Evidence shows that, despite the potential pitfalls and seemingly high failure rate, companies are still willing to invest in KM. Why? Because there are big benefits there for taking.
The results of several surveys met:
87% of European business directors believe they could enhance their company’s competitiveness with improved KM and 76% believe Building + Sharing Knowledge is important for their company.
Study of 500 firms conducted by KPMG illustrated 80% of senior executives feel that KM is strategic to their organization and 78% feel they have missed business opportunities.
Hoffmann-Roche, the Swiss pharmaceutical firm, has estimated that it saves over $1 million per day due to its KM activities
BP Amoco attributed $260 million in bottom-line savings to a KM program 43

44. Knowledge Management Success (Cont.)
Energy firm Schlumberger Ltd. reported an estimated 668% ROI on a $72 million investment in KM over a period of six years
Chevron Corporation estimates that it saved an initial $150 million, plus at least another $20 million annually by instituting a best practices program
Teltech Communications, a firm that specializes in aiding companies to implement knowledge management programs, reports that its clients enjoy an average ROI of 12:1 for their efforts
In a survey carried out by Information Week , IT executives said they considered KM a strategic initiative of high importance, and KM spend is to climb at 62% of the IT institutions surveyed
Hewlett-Packard’s knowledge efforts aimed at customer service have reduced average call times by two-thirds and the cost per call has fallen by 50 percent 44

45. Keys to successful KM
As is the case with many new practices in workplace:
Getting employees on board from day one and making sure they realize exactly how KM program is to impact on their routines and bring benefits for the organization as a whole is pivotal
Make sure KM becomes a fundamental aspect of the way you do business
Be sure your KM implementation is less about reporting and more about sharing knowledge
“Knowledge is a company asset, hidden, until the knowledge worker releases it. The key to generating the best returns from your KM Program is to implement a well-planned methodology and ensure that your organization facilitates this release of information.”
-Mike Bagshaw, Development Director at Trans4mation Training Ltd,

47. Imagination
Is more important than
knowledge

50. Thank You