KM1

Tacit knowledge:
Very difficult to articulate, to put into words or an image,
highly internalized k., e.g. knowing how to do something, recognizing
analogous situations.
Explicit knowledge:
K. that has been rendered visible (usually through transciption into a
document or an audio/visual recording); captured and codified k.

Tacit
ability to adapt
expertise, know-how
ability to collaborate
coaching and mentoring
Explicit
ability to disseminate, reproduce, acces
teachable
organizeable vision to mission
transferable through products, services, documentation

-Socialization: tacit-to-tacit
Sharing knowledge face-to-face, social interactions (joint activity, physical
proximity) -> shared understanding
-Externalization: tacit-to-explicit
Writing down, record, draw,... knowledge
-Combination: explicit-to-explicit
Combining knowledge pieces -> new knowledge forms, e.g. a trend analysis
-Internalization: explicit-to-tacit
Newly understood revised mental models, newly acquired behavior, changed/
new actions, processes...

Productivity = Output / Input

Productivity of Knowledge Work = Effiency of Work + Effectiveness in
Handling Knowledge
Intangible assets not included in traditional financial statements, yet of
considerable value to a company.
Intellectual capital is made up of human, structural and customer
capital.

KM Framework
An overall structured process for intentionally managing information and
turning it into useful knowledge.
A seven skills PKM framework:
1. retrieve
2. evaluate
3. organize
4. collaborating around
5. analyse
6. presenting
7. secure

PKM helps you to understand how your personal goals and values relate to:
- Your network of relationships in your family, business and community;
- The knowledge you have and new information you need; and
- The technology to use it.

KM2

Knowledge taxonomy
Bascis classification system that enables the conceptual identification of
concept hierarchies and dependencies.
Hierarchical structure -> categorizing a body of information/knowledge
Taxonomy before technology.

Knowledge Management:

Deliberate, systematic coordination of an organizations people, technology,

processes and organizational structure to add value through reuse and
innvovation.

KM Can describe
-a content manager working on a small corner of an intranet,
-a senior manager driving knowledge- related change in a global enterprise,
-or any role in between

Satisfying knowledge requirementes through available knowledge.

Focus of Intellectual Capital Management on those pieces of knowledge that

are of business value to the organization - reffered as intellectual capital or
assets.
KM3

NASA has already discovered this the hard way - much of the knowledge
of the original moon landings has now been lost, as it was never fully
captured and so vanished as the Apollo engineers retired.
The accelerating pace of change makes KM vital.
The combination of increased change and increased collectivity makes
KM
an essential enabler for companies,
allowing them to keep up with the pace of change, across global
operations.

KM4

Model is a representation of essential features of a system from the perspective

of the observer or participant.
Models help understand KM.
Example: Nonaka & Takeuchi Model.
Because it deals with the challenging existence of tacit knowledge.

KM needs an organization to identify, generate, acquire, diffuse, and

capture knowledge that provide a strategic advantage to that organization.

Relationship between Balanced Scorecard and Intellectual Capital

KM 5

assess the current state, to see what changes are needed to bring in KM.
Identify current strengths and the current successful areas, which can be
built upon to make a complete KM framework.
Assessment = fully aligned with KM flow components: Socialization,
Externalization, Combination, Internalization.

Sample questions:
- What roles, resources and accountabilities are there already?
- What processes help KM?
- What technologies are there for KM?
How well do these work? How could they be improved? What is missing?

1. KM implementation needs to be organization-led; tied to organization

strategy and to specific organization issues.
2. It needs to be delivered where the critical knowledge lies, and where the
high value decisions are made.
3. It is a behavior change program.
4. Needs governance if it is to be sustainable.
5. A KM implementation should be a staged process, with regular
decision points.
6.Should have a piloting stage.
7. A KM implementation should be run by an implementation team,
reporting to a cross- organizational steering group.

Stakeholders
The senior management team.
The CEO.
Prominent senior skeptics.
Key department heads.
 The sponsors of pilot projects.
The knowledge workers in the organization.
The KM community of practice.
External bodies.
How to influence them:
Their business challenges.
Their hot issues.
The knowledge they need to help them with these issues and challenges.
How KM could give them access to this knowledge.

KM Strategy Components
1. Strategic KM principles
2. The organizational imperative and focus for KM
3. A KM vision for the organization
4. Critical knowledge areas
5. Stakeholders
6. A KM framework
7. Information management
8. Change management
9. Business case
10. Recommended pilots
11. Next steps

All too often, KM implementations focus on just one element, and assume
that will work in isolation.
KM 6

KM/ICM cycle
business strategy/knowledge strategy/measures/intellectual capital statement/
adjustment

Skills sets: Knowledge Management awareness includes...

-an understanding of the KM concept -
-an understanding of, and the ability to, identify the business value of KM
activities
-an appreciation of the range of activities, initiatives and labels used to
create the envir. of km

Legal
intellectual property - protected by law to earn recognition and financial benefit
(patent,copyright,trademark,geograph. indicaton,industr.design)
digital rights management -
privacy issues
ethics

knowledge protection:
-Information classification: owner and appropriate classification.
-Information disclosure: det. need-to-know audience who require access to
the information.
-Information protection: made accessible to the defined audience only. We
achieve this by properly managing storage access.

-K creation and codification ph

Content creation:
templates,data mining,expertise profiling
Content management: taxonomies
-K sharing and dissemination ph
Comm. and collab. tech.:
skype,im,discussion forums,wikis,social networking
Networking technologies:
Intranets,Extranets,knowledge repositories
-K acquisition and application
E-learning tech.
Artificial intelligent technologies:
e.g. expert systems, push/pull technologies, knowledge maps

Change Processes: Concept Mapping

Exploration-Ideation-Implementation
-You are certain that the end result, ..., is intuitively accessible for business
users.
-You understand the business 100%.
-The business learns hidden facts about itself...

Change Processes: Force Field Analysis

Time-tested way to evaluate forces that affect change which can
ultimately affect our organizations.
Making a deliberate effort to see the system surrounding change can help us
steer the change in the direction we want it to move.

KM 7

There are two sets of knowledge necessary for the design and
implementation of a knowledge management system (Newell et al., 2000):
1. The technical programming and design know- how.
2. Organizational know-how based on the understanding of knowledge
flows.

Knowledge Transfer:
Exit Knowledge Transfer Map
Example from the care sector.
Transfer from one care service management head to her/his successor
knowledge giver to knowledge receiver.
Map + plan.

Criteria to select a tool if needed:

Easy to use. Quickly and when and where they need it..., delivered at the
point of service or action as required.
Context is everything too technical or not technical enough, out of date,
inappropriate, complex, slow tools must be able to understand and deliver on
these within a clearly context, otherwise the knowledge is useless or even
dangerous.
Technical management. Setup can be a crucial issue, especially for
companies without large IT departments.
So can connecting a knowledge management tool to
the other software an organization already uses.

Failure factors, e.g.:

Expecting that the technology is a KM solution in itself.
Not understanding the specific function and limitation of each individual
system.
Lack of organizational acceptance, and assuming that if you build it, they
will come.
Lack of understanding of knowledge dynamics and the inherent difficulty
in transferring tacit knowledge with IT based systems.

KM 8

Communicate the scale of the value, or the size of the prize that KM might
deliver in the long term, e.g.
increasing market share
win ratio, improved bid success rate improving time to market
new markets
increasing margins
global harmonization of best practices
optimizing the learning curve risk reduction
decreasing overhead

Show the KM value -> KM measurement strategy:

Why are we measuring?
What are we measuring?
For whom are we measuring? Program funders, managers, employees/
participants.
When we are measuring?
How we are measuring?

Ratio of KM value to investment -> ROI figure.

Investment in KM in the long term includes:
 The purchase for development cost of any new software Software
maintenance costs
Staffing needs and travel costs
for the KM implementation program
for any central KM coordination after implementation is
complete
Staffing costs for new roles, such as community
coordinator roles

Intellectual capital is made up of human, structural and customer

capital.
_Focus of Intellectual Capital Management (ICM)
=> on those pieces of knowledge
that are of business value to the organization
- reffered as intellectual capital or assets. Kimiz Dalkir
-Human capital, organizational/structural capital, customer capital.