knowledge management

1. OBJECTIVES
• Why Knowledge Management?
• What is Knowledge Management?
• How It Came About?
• KM Myths
• Implications for Knowledge
Management

2. Economic reliance on knowledge
workers is increasing
• Knowledge gap
• Customers and businesses want a more
integrated approach
• Best to say you are in the knowledge
business

3. WHY KM?
• Consumer to Prosumer: more educated customers, they demand
more.
• Exponential benefits: as people learn from it.
• Makes business processes faster and more effective. positive impact.
• Enables the organization to position itself for responding quickly to
customers, creating new markets, developing new products and
dominating emergent technologies.
• Builds mutual trust between knowledge workers and the management.
• Facilitates cooperation in handling Time-Sensitive tasks.
• Empowers employees in a unique way.
• Helps capture tacit knowledge.
• Intangible return on knowledge sharing than on knowledge hoarding.
• Building better sensitivity to Brain Drain:” expertise gravitates towards
the highest bidder”.
• Ensuring successful partnering and core competencies.
• Shortens the learning curve, facilitates sharing of knowledge.

4. DEFINITIONS
• KM is a newly emerging interdisciplinary business model dealing with all
aspects of knowledge with in the context of the firm, including
knowledge creation, codification, sharing, and how these activities
promote learning and innovation (encompassing technology tools and
organizational routines in overlapping parts).
• KM is the process of gathering a firm’s collective expertise wherever it
resides-in databases, on paper, or in people’s heads-and distributing it
to where it can help produce the biggest payoff.
• KM is not about technology; it is about mapping processes and
exploiting the knowledge database. It is applying technology to people’s
mind.
• KM is a discipline of identifying, capturing, retrieving, sharing, and
evaluating an enterprise’s information assets.

5. HOW IT CAME ABOUT
• The pace of change has accelerated dramatically during the past
decade.
• Globalization and geographic dispersion changed the organisation’s
scope.
• Downsizing and reengineering resulted in staff attrition and
knowledge drain.
• Networking and data communication made it easier and faster to share
knowledge.
• The increasing dominance of knowledge as a basis for improving
efficiency and effectiveness.

6. FACTORS OF KM
PEOPLE
(Work Force)
ORGANISATIONAL
KNOWLEDGE PROCESSES
TECHNOLOGY
(IT Infrastructure)

7. UNCAPTURED TACIT KNOWLEDGE
Oral Communication
“Tacit” Knowledge
50%-95%
Information Request Explicit “ Explicit” Knowledge
Knowledge Base
5%
Information Feedback

8. THE KNOWLEDGE ORGANISATION
CULTURE
TECHNOLOGY COMPETITION
COLLECT
CREATE ORGANISE
KNOWLEDGE INTELLIGENCE
MAINTAIN ORGANISATION
REFINE
DISSEMINATE
LEADERSHIP
KM
KM DRIVERS
PROCESS

9. IDEAL KM
Strategy Measurement Policy Content Process Technology Culture
Knowledge
Internalization
Knowledge Knowledge
People
Assets Reuse
Knowledge
Knowledge
Exchange
Capture
Knowledge
People Exchange Knowledge
People

10. WHAT KM IS NOT ABOUT
• KM is not reengineering.
• KM is not a discipline.
• KM is not a philosophic calling.
• KM is not intellectual capital.
• KM is not based on information. (K has been viewed as info. in action)
• KM is not about data.
• Knowledge value chain is not information value chain.
• KM is not digital network.
• KM is not limited to gathering information from company’s domain.

11. KM AND INNOVATION
Existing •New Products
Outside
Methods/
Environment •New Markets
Processes
Learning •Smarter problem-
solving
Conversion
•Value-added
People New
Insights innovation
Ideas
•Better customer
Knowledge service
Creation •More efficient
processes
•More Experienced
staff
Knowledge Base Organizational Benefits

12. THE KM CYCLE AND THE
ORGANISATION
Organizational Management
Personnel Decision Making
KM Life Cycle
•Capture
•Gather
•Organize
•Refine
Culture Information
Technology

13. FOUR PROCESS VIEW OF KM
CAPTURING ORGANIZING
•Data Entry •Cataloging
•Scanning •Indexing
•Voice Input •Filtering
•Interviewing •Linking
•Brain Storming •Codifying
TRANSFER REFINING
•Flow •Contextualizing
•Sharing •Collaborating
•Alert •Compacting
•Push •Projecting
•Mining

14. KEY CHALLENGES
• What Km is and it can benefit a corporate
environment?
• How to evaluate the firm’s core knowledge?
• How knowledge can be captured, processed, and
acted on?
• How to address the still neglected areas of
collaboration?
• Continue researching KM to improve and expand its
current capabilities?