You are on page 1of 31

KNOWLEDGE MANAGEMENT

Use of IS for Knowledge


Management

What is KM?
-A newly emerging, interdisciplinary business model
-Deals with all aspects of knowledge within the context of
the firm, including
-knowledge creation,
-codification,
-sharing,
-Promote learning and innovation.
-Encompasses both technological tools and organizational
routines

Knowledge Management caters to the


critical issues of organizational adaptation,
survival and competence in face of
increasingly discontinuous environmental
change....
Essentially, it embodies organizational
processes that seek synergistic
combination of data and information
processing capacity of information
technologies, and the creative and
innovative capacity of human beings.

What is KM?
In simpler terms, Knowledge
Management seeks to make the
best use of the knowledge that
is available to an organization,
creating new knowledge in the
process.

Why do we need to manage


knowledge?
Marketplaces are increasingly competitive and the rate of

innovation is rising.
Reductions in staffing create a need to replace informal
knowledge with formal methods.
Competitive pressures reduce the size of the work force that
holds valuable business knowledge.
The amount of time available to experience and acquire
knowledge has diminished.
Early retirements and increasing mobility of the work force
lead to loss of knowledge.
There is a need to manage increasing complexity as small
operating companies are trans-national sourcing operations.
Changes in strategic direction may result in the loss of
knowledge in a specific area.

Why do we need to manage


knowledge?
Most of our work is information based.
Organizations compete on the basis of

knowledge.
Products and services are increasingly
complex, endowing them with a significant
information component.
The need for life-long learning is an
inescapable reality.

Entering the Knowledge


Era
Post-Information Age environment (started in 1995)
Competitive advantage moves from information access to

knowledge creation
System design recipes based on confusing architecture rules
and exceptions will move to one based on precognition and
adaptation
Focus goes from achieving stability to continuous redefinition
and reinvention
"To react is to fail - to anticipate is to succeed"
Faster cycle time - compression of concept through action
continuum
Right answers/facts gives way to consensus answers and
informed guesses
In the old information era the Gurus were those who
understood the technology nuts and bolts. In this new era the
Gurus will be those who understand and communicate
innovation in a future context Information combined with
Insight

The Knowledge Era


In this era Knowledge is the only renewable

resource, the only unique differentiator, the only


added-value that can be applied for sustainable
economic and competitive advantage
Everyone has easy access to natural resources,
finance, manufacturing labour, markets
We are entering an era where competencies related
to managing overabundance (information oceans)
are key.
Activities are filtering, selection, organizing,
digesting, packaging, just plain dealing with the
flood of information

Components of KM
Generating new knowledge
Accessing valuable knowledge from outside sources
Using accessible knowledge in decision making
Embedding knowledge in processes, products,

and/or services
Representing knowledge in documents, databases,
and software
Facilitating knowledge growth through culture and
incentives
Transferring existing knowledge into other parts of
the organization
Measuring the value of knowledge assets and/or
impact of knowledge management

Origins of KM
KM has emerged as a result of global changes which are

increasing the pace of change in general - advances in


telecommunications,
the growth of the Internet
Deregulation
Globalization

organizations to re-evaluate where their added value lies


Felt need to address the issue of organizational

knowledge

What and Where is


Knowledge?
Confusion in data, information, and

knowledge
Knowledge is mostly in people's heads
Calls for more focus on connecting people in
different and innovative ways

What is data?
Raw facts with no context having no

meaning of their own


Key success factors are implementing
standards and quality control
Only has value to end-users in context

Data & Information


Data
Apply Standards
SGML, HTML, Fields,

Tags, MARC,
normalizing ..

Information
Tangible

Representations of
Data
Display, Chart,
Format, Publish,
Aggregate, Picture,
Graph, Sort, Rank,
Highlight, etc

Data , Information &


Knowledge
Data
Apply

Standards

Information
Tangible
Representations of
Data

Knowledge
Learning
Knowing
Filtering
Evaluating
Balancing

Knowledge & Behaviour


Data
Apply
Standards

Information
Tangible
Representations of
Data
Display, Chart,
Graph, Publish,
Picture, Format

Knowledge
Learning
Knowing
Filtering
Evaluating
Balancing

Behaviour
Do
Decide
Choose
Apply
Act

Data, Information &


Knowledge
Knowledge might be described as
information that has a use or purpose.
Whereas information can be placed onto a
computer, knowledge exists in the heads of
people. Knowledge is information to which
an intent has been attached.

Online Business
Flipkart

Naukari

Orkut

Internet
Explorer

papperfr
y

Gmail

Snapdea Quikr
l

Monster

Faceboo
k

Mozila
Firefox

Urben
ladder

Yahoo

Amazon

ebay

Jobstreet

Google+ Crome

fabfurnis
h

Hotmai
l

Ebay

carwala Shine

Linkedin

Jabong

Used
furnitur
e

acadami
a

Myntra

OLX

research
gate

Netscap Godarej
e
interio
navigato
r

Redifm
ail

Other Industry & business


Cell phone industry & market ( Smartphone, tab. Etc)

Apple, Sony, Nokia, Motorola, Micromax, Lenovo, Asus,


Intex, Xiomi etc.
Shoes Nike, Addidas, Reebok, Hush Puppies, Bata, Red

Tape, Liberty, Lakhani..


Automobile Industry- Hyundai, Suzuki, BMW, Audi, Ford,

Fiat, Honda, Toyota, TATA, Mahindra, Maruti Suziki .


Aviation Industry Air India, Deccan, Go Air, Indigo, Jet

Airways, JetKonnect ( LITE jet), Spice jet, TajAir, BlueDart


h
Cab Meru, OlA, Bookmycab, tab cab, easycabs,

priyadashinitaxi,taxi for sure, uber .

Knowledge Management
Implementation
Roadmap

10 step KM Roadmap

1. Analyse the Existing Infrastructure


2. Align KM & Business Strategy

Phase 1:
Infrastructu
re
Evaluation

3. Design the KM Infrastructure


4. Audit Existing Knowledge Assets & systems
5. Create KM team
6. Create KM Blueprint

Phase 2: KM
System Analysis,
Design &
Development

7. Develop KM system
8. Deploy using Incremental Methodology
9. Manage Change & Culture

20

10. Evaluate Performance & refine KMS

Phase 3:
Deployme
nt
Phase 4:
Evaluation

Components of
KM Technology
Framework

Knowledge Flows

Enterprise
EnterpriseKM
KM
Network
Network

Information Mapping

Information Sources

Web sites

Repository

Distributed search

Databases

Models

Distributed retrieval

Mesaging

Distribution Channels

Multimedia content

Collaborative annotation

File systems

Enterprise Data

Versioning controls

Context addition

Legacy systems

Metadata

Bulletin boards

Messaging integration

Workflow

External networks

PM tools

Legacy Integration

Operational data

Threading

Transaction report

Platform independence

Discussion forum
Collaborative tools

Informal conversation

Intelligent Agents & Network Mining


Push Agents
Pull Agents
Data & Text Mining
Web farming technologies
Information Indexing & Clasifications

21

Information &
Knowledge exchange

KM implementation

Information Clustering

Viewing tools

Knowledge Servers
Knowledge Server
Intelligent agent support
Indexing
Common search gateway
Input from K-admin staff working for CKO

File server

22

KM implementation

Notes DBS

Operational
databases

Mail

Web

Align KM & Business Strategy


Perform Knowledge based SWOT analysis
Analyse knowledge gaps and identify the

ways to fill those gaps


Cost benefit analysis to prioritize the filling
those gaps
Translate the strategy-KM link to KM system
design characteristics

23

Strategic Knowledge Gap


Analysis
What your company
must know

Knowledge Strategy link

Knowledge gap

What your company


knows

24

KM implementation

Knowledge Strategy link

What your company


must do

Strategic gap

What your company


Can do

Environment
Technical Opportunities
Competitive threats
Regulatory Control
Impacts

Role of IT
Innovation
Competitive advantage
Knowledge mapping

25

KM implementation

dr

s
i ve
Enables

Aligns

Strategic Context
Products/services
Markets
Customers
Resource allocation
Expression barrier

Influences

Implementation
Barrier

KM Strategy

Imp
acts

Specification Barrier

Specification Barrier

Impacts

Expression barrier

Aligning Knowledge & Business


Strategy

Enables

Implementation Barrier

KM Technology

Infrastructure Investment
Strategic IT choice
Collaborative richness

KM Modes

Personal Knowledge Management

Collaborative Knowledge management

Enterprise Knowledge Management

KM Benefits
Improved decision making
Increased responsiveness to customers
Improved efficiency of people & operation
Improved innovation
Inproved product & services

Benefits to Organization
Cost reduction
Increasing flexibility to adapt & change
Reduction in time-to-market for new

product/services
Increase in sale
Reduction in process cycle time

Organizational KM Drivers
Improving profits/revenue
Retaining core talent/expertise
Increase in customer retention/satisfaction
Protecting/improving market share
Faster time-to-market
New market penetration
Cost reduction

KM Drivers-2
Downsizing
Mobile work force
Globalization

KM- Barriers
Organization Culture
Lack of Ownership
Lack of top management commitment
Emphasis on individual than team
Slow Adaptation to technology
Rewards/recognition