Knowledge Management

S. M. Sharma

For several decades the world's best-known

forecasters of societal change have predicted
the emergence of a new economy in which
brainpower, not machine power, is the critical
resource.
But the future has already turned into the present,
and the era of knowledge has arrived.
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 What

is Knowledge????????

What

is there to Manage???????

What is Knowledge?
Data becomes information when its
organized; information becomes
knowledge when it is placed in
actionable context. Without
context, there is little value.
Kent Greens, CKO,
SAIC Consulting
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Types of knowledge
Explicit

knowledge that is
codified, recorded, or actualized
into some form outside of the
head
Books, periodicals, journals,
maps, photographs, audiorecordings
Web pages, websites, portals
Tacit Knowledge from
experience and insight, not in a
recorded form, but in our heads,

Knowledge grid

Four categories:

what we know we know;

what we know we don't know;

what

we don't know we know;

what we don't know we don't know.

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What Knowledge Exists?

Customer Knowledge

Knowledge in Products - smarts add value

Knowledge in People - but people walk

Knowledge in Processes - know-how when

needed

Organizational Memory - do we know what we

know? History , heritage

Knowledge in Relationships

Knowledge Assets - intellectual capital

KM
The

explicit and systematic

management of vital knowledge
(share what you know)- and its
associated processes of creation,
organization, diffusion, use and
exploitation(Innovation).

Why KM?

https://www.youtube.co
m/watch?v=Iyc09hAJ6Xs

 By

instituting a learning organization (KMintensive),

Increase

in employee satisfaction

Greater

personal development and

empowerment.

Reduces

attrition

Reduces

Loss of intellectual capital

Saves

money by not reinventing the wheel

Reuse

of knowledge saves work, reduces

communication costs

Geographically
Pressures

dispersed workforce

of downsizing

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Who should Manage?

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Knowledge Process should be facilitated

by
-A knowledge culture, based on incentives,
-Strong management leadership, that
values, shares, and uses knowledge.

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Strategies

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KM
Approaches

Technological

Psychological
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Codification strategy
Knowledge

is carefully codified and

stored in databases, where it can be
accessed and used easily by anyone in
the organization. - "economics of reuse."

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Personalization strategy
knowledge

is closely tied to the person

who developed it and is shared mainly
through direct person-to-person
contacts-logic of "expert economics

Both

strategies are important

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Need Analysis model of KM

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What enables KM?

Structures

and attributes that must be in

place for a successful knowledge
management program.

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Enablers
Leadership
Knowledge
Access

champions(CKO)

-content rich and navigation lean

Technology-search

engines and data storage

technologies; helps link people to the global
resources of the organization. Efficient and
User friendly.

Learning

Culture-trust and collaboration.

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Steps for Implementation

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 Diagnosis:

Interviews, Questionnaire, Involve all

stakeholders

Design:

management support , Communication,

Appropriate technology selection, Employees
involved in planning/Conception

Realization

: Usability test (simplicity in dealing

with interfaces)QUIS(questionnaire for user
interaction satisfaction), Learnability, utility

Roll

out: Communication Strategy before, in

between and after, evaluate input, output and
process factors
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How to successfully do KM?

Focus on five tasks:
Generating
Accessing

knowledge

knowledge

Representing
Facilitating

and embedding knowledge

knowledge

Transferring

knowledge

It is a process of instilling the culture and

helping people find ways to share and utilize
their collective knowledge.
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Push Strategy

The first variation is based on the notion that

information can be distributed to all
employees through the watering can
principle.

This

means that a central decision is made

about what will be communicated and what
will not (Probst et al., 2010).

This

can also be seen as a disadvantage

because a flood of information must then be
processed by each individual employee
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Pull Strategy

In this strategy, each employee is

specifically responsible for getting the
information they require (Gray & Tehrani,
2004). This is a way to prevent the flood
of information.
The challenge is whether each employee
will receive the information they require
despite a shortage of time, interest and
knowledge
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Point Strategy

If a person is only given the location

where the information can be found and
is not provided with the information
directly (Gray & Tehrani, 2004). This
approach is especially positive when
dealing with complicated knowledge
topics depending on the type of
knowledge
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Example
Yellow Pages:
Case

study in the (R&D) department of an

international biotechnological company.

The

company decided to develop and implement

a corporate yellow pages expert finding
system(different from blue pages or Q&A
systems)

Ref: Implementation Process of KM initiative:

yellow Pages By Stephanie Gretsch et al.
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 It

encouraged knowledge documentation

knowledge

about the specific expertise of

individual employees and experiences with
projects and external cooperation partners

-By creating profiles of employees and

documenting their expert knowledge,
experiences or networks.

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Conceptualization /Design of YP
Individual

aspects: Kind of info in the page-affects

employees
Technical, Research, Products and Customers,
Experiential knowledge from previous projects,
Domains relevant to organization,
Validity, soundness and credibility
Right amount of info to differentiate between
entries (structuring aids to limit input options)
Photo or video of expert gives first impression,
trust, closeness- people recognize a face
Contact info-closer geographically > chances
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Conceptualization /Design of YP
Organizational

aspects:

Structures, Processes and Rules

Participation, motivation (monetary/reminders),
qualification, mgmt support (time to fill, use), common
language, regulations, Info when last updated
Technical

Aspects: One third rule(Tech M or

KM),hardware/software of platform
Searching people/documents-search results ordered
logically
Perception,color,typography,orientation,navigation,layou
t,style,screen design
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Training, usability, learn ability, efficiency, satisfaction

 For

knowledge communication & opportunities

for exchanging and networking with employees
from other R&D sites, corporate yellow pages
provide the platform to search for experts and
for employees to interact by exchanging
knowledge and experiences.

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Accentures KM model

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KM IT tools

E-Mail, Internet
Intranet
Document Management
Workflow/Groupware
Imaging
Information retrieval systems
Electronic publishing systems
Data Warehousing and Data Mining
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NAIRS KP for IR

http://www.nair.indianrailways.gov.in
/view_section.jsp?lang=0&id=0,6,481

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