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Starting a KM Initiative

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KM Chicago
KM Chicago

KM Chicago (March, 2009)

NegóciosTecnologia
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Starting a KM Initiative ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
KM Business Propositions Operational Effectiveness Market Leadership & Innovation Customer Intimacy
KM Business Propositions ,[object Object],[object Object],[object Object]
KM Learning Points ,[object Object],[object Object]
All 3 Business Propositions involve the same elements People Information Processes
Business Propositions Applied ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Steps for new KM work ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sources for Gathering Information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Build your toolbox ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Structure (Subject Tree) I . II. III. V. Tacit Knowledge Quality Assurance Issue: Capturing and keeping TK relevant and current Explicit Knowledge LEGO’s KM Strategy (2003) … okay, so the Dane’s like complicated diagrams… Internally-produced materials Outside LEGO Access (Phase II) Other Stakeholders Marketing/ Branding Concept Development Quality Assurance Issue: Quality Assurance Issue: Quality Assurance Issue: Knowledge Management System World Wide Web (outside LEGO) Matching Commercial Subject Tree to LEGO Subject Tree Assuring documents are easily accessible by everybody Commercial (subscription) Databases Assuring remote websites are still available USER INTERFACE PUBLISHER INPUT INTERFACE Feedback based on Usage Taxonomic
IV. Knowledge Management System ,[object Object],[object Object],[object Object],[object Object],[object Object]
Knowledge Management Plan
Identify Projects & Build Case ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Work the Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
More Learning Points ,[object Object],[object Object],[object Object],[object Object]
And yet more Learning Points… ,[object Object],[object Object],[object Object],[object Object]
OK (sigh.) ,[object Object],[object Object],[object Object],[object Object]
“ Information Plummer” Approach ,[object Object],[object Object],[object Object],[object Object],[object Object]
Dave’s KM Rules of Thumb! ,[object Object]
Of Rules Thumbed ,[object Object]
O f Thumbed Rules ,[object Object],[object Object],[object Object],[object Object]
Thumb of Rules ,[object Object],[object Object],[object Object],[object Object],[object Object]
Thanks! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Starting a KM Initiative

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  • 2. KM Business Propositions Operational Effectiveness Market Leadership & Innovation Customer Intimacy
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  • 5. All 3 Business Propositions involve the same elements People Information Processes
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  • 10.  
  • 11. Structure (Subject Tree) I . II. III. V. Tacit Knowledge Quality Assurance Issue: Capturing and keeping TK relevant and current Explicit Knowledge LEGO’s KM Strategy (2003) … okay, so the Dane’s like complicated diagrams… Internally-produced materials Outside LEGO Access (Phase II) Other Stakeholders Marketing/ Branding Concept Development Quality Assurance Issue: Quality Assurance Issue: Quality Assurance Issue: Knowledge Management System World Wide Web (outside LEGO) Matching Commercial Subject Tree to LEGO Subject Tree Assuring documents are easily accessible by everybody Commercial (subscription) Databases Assuring remote websites are still available USER INTERFACE PUBLISHER INPUT INTERFACE Feedback based on Usage Taxonomic
  • 12.
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  • 23.
  • 24.