Rewards and Recognition

Schemes
Toyota

Create incentive schemes of

personal, cultural, goaloriented and compensatory
forms
Eliminate disincentives
Introduce financial
incentives to reward
individuals and groups
Reputation enhancement as
a power and effective
incentive
Reciprocity in a knowledgesharing process
Social reward of
membership in a group

Philips

Create recognition for

sharing, transferring, and
using knowledge and best
practices
Recognize all parties or
units involved both sharing
and receiving knowledge
A standardized reward
system to help
institutionalize the practice
into the common culture

Change Management System

Toyota

Supportive leadership to drive

participation in online
conversation
A thirst for knowledge to build
a strong knowledge sharing
network
Internet-savvy workplace to
align the organization culture
with the use of innovative
knowledge sharing platforms
Collaborative IT department
for strong technical support

Philips

Develop a vision and strategy

Communicate the change vision
Empower broad-based action
Generate short-term gains,
consolidate them and produce more
change
Anchor new approaches in the
culture
Communicate the business problem
that the KM initiative will solve to
the right audience
Develop the firms vision for KM and
the strategies for implementation
Give the KM team the authority to
initiate the changes.

Risks and Challenges to KM

Toyota
Individual perspective

Reluctance to share

Reward for individual

effort will encourage

Knowledge is source of

hoarding of knowledge

criticism for peers and

Competition among

management

Time-consuming, labour intensive, costly

to build knowledge base

People are busy, and KM may involve

additional work

Temporary project teams are difficult to

track

Lack of respect for other

Information can be taken out of context

disciplines

Information overload

Will subvert efforts if lack

Workers see no benefit to system

because of expertise

of respect, trust and

Difficult to codify tacit knowledge

Fear of diminished personal

common goals

Proliferation of jargon

Additional work is

KM implies controlling people

required to document

Strong positive culture is needed for care-

Rewarded for know-what

Sense of worth and status

value if give up know-how

Organizational perspective

Fear of recrimination and

reward/punishment

professionals

information

power, advancement, or

Team/group
perspective

team processes

why to exist

Having a chief knowledge officer (CKO)

sends the wrong message

Risks and Challenges to KM

Philips

Identification and documentation of the project for product and service descriptions
Frequent time to time project feasibility study and analysis
Conducting project execution and control
Integration related risks
Change control, integration to closure and scope planning and control related risks
Develop overall risk management plan
Conduct risk identification in various stages from the beginning to the end
Conduct qualitative risk analysis of the entire project(employee satisfaction, attrition
and other intangible risks)
Conduct quantitative risk analysis(In terms of turnover, profits, attrition etc)
Conduct risk response planning
Execute risk response plan
Conduct risk monitoring and control

KM Audit
Toyota

Knowledge Mapping for

locating repositories of
knowledge and identifying
sources of information that
employees use
Capturing the patterns of
knowledge flow in the
organization to determine the
effectiveness of knowledge
sharing

Philips

Cognitive Impact of knowledge

sharing among employees
Behavioral Impact due to insights
generated from KM practices
Performance Improvement to re-use
of KM assets and their application to
business
Survey through emails to ensure
maximum reach in the organization