O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.

Digital transformation: knowledge management

Introduction to knowledge management and digital technology

Digital transformation: knowledge management

  1. 1. DIGITAL TRANSFORMATION Knowledge management
  2. 2. INTRODUCING KNOWLEDGE MANAGEMENT
  3. 3. Knowledge Management What is it? › Definition of knowledge: Information plus experience* o Information that you interpret internally based on your experiences o Mental processes that you can share only as information › Knowledge cannot be shared (because it is personal) but the process of creating, finding and codifying knowledge can be managed, as can the process of sharing information *Information is Data plus context. Knowledge is Information plus experience. Wisdom is Knowledge plus synthesis.
  4. 4. Knowledge Management Knowledge and experience › We all see the world in different ways depending on recent and past experience › What does the word “pitch” mean to you? › Playing field › Slope › Sales spiel › To throw › Slope › If I tell you something you won’t interpret that information in exactly the same way as I interpret it: in other words it will mean something slightly different to you
  5. 5. Knowledge Management Why use it? › To create more flexible organisations with workforces that have more knowledge and that can react to opportunities and threats better › To allow more effective new product development processes, due to more information being available › To enable faster production and business processes, due to better and quicker decisions › To enable faster and better problem solving, underpinned by greater knowledge › To build more connected organisations, as employees engage with one another in order to share and build on information
  6. 6. Knowledge Management When to look for knowledge › Project wash-up meetings › Collaborative projects, especially with multifunctional or international teams › Task and job handovers › Community conversations
  7. 7. Knowledge management What Donald Rumsfeld teaches us about knowledge › Known knowns: things we know we know (explicit knowledge) o We can share these with others › Known unknowns: things we know we don’t know o We can learn these from others › Unknown unknowns: things we don’t know we don’t know o These are dangerous and hard to manage › Unknown knowns*: things we don’t know we know (tacit knowledge) o Knowledge management can help us uncover and organise these *DR didn’t talk about these!
  8. 8. KNOWLEDGE AND INFORMATION
  9. 9. Knowledge management Knowledge to information to knowledge Create K Uncover K Discover I Share I Internalise K Use K Confirm I Organise K
  10. 10. Knowledge management Activities: creating and uncovering › Create knowledge - through thought, innovation, work, learning and collaboration › Uncover knowledge – find the things you didn’t know you knew though interrogation and analysis Create K Uncover K Discover I Share I Internalise K Use K Confirm I Organise K
  11. 11. Knowledge management Activities: organising › Organise knowledge – so it is easy to navigate, easy to build on, and easy to compare Create K Uncover K Discover I Share I Internalise K Use K Confirm I Organise K
  12. 12. Knowledge management Activities: turning knowledge into information › Codify knowledge so it can be shared as information – through written, spoken, and video documents › Discover knowledge that has already been codified – though learning, workshops Create K Uncover K Discover I Share I Internalise K Use K Confirm I Organise K
  13. 13. Knowledge management Activities: internalising information › Internalise information so that you can create your own knowledge o This won’t be the same as someone else’s knowledge because your experiences will be different › Confirm your understanding of information if you are unsure of its meaning or validity Create K Uncover K Discover I Share I Internalise K Use K Confirm I Organise K
  14. 14. Knowledge management Activities: using knowledge › Before you use your knowledge you need to be sure that it is: o Accurate o Relevant o Complete o Unaffected by inaccurate or irrelevant information Create K Uncover K Discover I Share I Internalise K Use K Confirm I Organise K
  15. 15. MANAGING KNOWLEDGE
  16. 16. Managing knowledge Creating knowledge › New knowledge o Innovation processes o New experiences – role, technology, processes, teams o Research o “Listening” to what is happening – feedback, analytics etc › Combining and improving knowledge o Communities of practice o Multifunctional teams o Personal skills: inventiveness, scepticism and the ability to question
  17. 17. Managing knowledge Extracting knowledge › Formal request (pull) – asking for knowledge sharing on an ad hoc basis when required › Volunteered (push) – knowledge shared as a way of extending influence, gaining allies, or doing good › Enhancing the amount of people who push knowledge out is an important part of knowledge management › Provide an opportunity › Provide responsive and appreciative audience › Give positive feedback › Codify the information permanently to show it is important (and so you don’t lose it)
  18. 18. Managing knowledge Barriers to sharing › Knowledge is power › You already know that don’t you? › What I know isn’t important enough to share › What I know might not be true › I can’t be bothered to tell you (because I will have to codify it) › I didn’t know I knew that
  19. 19. Managing knowledge Managing people › Enabling people to turn tacit knowledge to explicit knowledge and then to codify their knowledge as information › Incentivising people to share their knowledge with others › Giving people the opportunity to learn from others › Changing culture so that people feel empowered to question existing assumptions and discover new ways of thinking › Providing opportunities to create new knowledge and then to codify and share that knowledge › Identifying times when knowledge should be transferred e.g. leavers’ interviews, project wash-up meetings, new employee induction sessions etc
  20. 20. Managing knowledge Supporting through effective processes › Creating intranets and knowledge communities › Bringing together cross-functional teams to create best practice › Ensuring the departure of key individuals or teams, or the completion of projects, doesn’t result in the loss of knowledge to the organisation › Ensuring quality in the codification of relevant knowledge with adequate documentation supported by metadata (keywords, indexes etc) › Allowing information to be transferred through formal and informal learning and discovery › Allowing knowledge to be used by empowering individuals and teams › Ensuring any risks associated with new ways of working are managed
  21. 21. People, processes and technology Knowledge management tools › Tools can help stimulate knowledge creation, facilitate information discovery, and enhance knowledge use o Groupware and intranets o Workflow tools o Collaboration tools o Document and content management systems o Search tools o eLearning tools
  22. 22. THANK YOU Jeremy Swinfen-Green, Charlotte Childs hello@mosoco.co.uk 07855 341 589

×