Knowledge Management: Processes, People and Culture as an enabler to - - PowerPoint PPT Presentation

IBM Global Services Knowledge Management: Processes, People and Culture as an enabler to improving healthcare performance

Presented at the the 2000 Annual HIMSS Conference and Exhibition John M. Kundtz & Keith Kistler-Glendon

Version: 2 - Draft

AGENDA

! New Completive Landscape ! Knowledge Management - An Introduction ! Knowledge Management & Health Care ! Technology; Enabler vs. Solution ! Considerations for a KM Framework ! Process ! People ! Culture !Getting Started

88% of CEO’s surveyed for the Malcom Baldrige Quality Award listed improving Knowledge Management was a top priorities …

• 1. Increasing Globalization (94%)
• 2. Improving Knowledge Management (88%)
• 3. Reducing Cost and Cycle Time (79%)
• 4. Improving Supply Chains Globally (78%)

Source: The Nations CEOs Look to the Future, Survey for Foundation for the Malcolm Baldrige National Quality Award, July 1998.

“Personally, I believe that future leadership companies and future leadership institutions of all kinds will be those that know how to compete and win on the basis of knowledge - learning, adapting and improving this vital asset we know as information.” Louis Gerstner, CeBit ‘98 Keynote Address

“…traditional businesses - so often portrayed as deer in the Web headlights - have been studying the new guys well.”

line

Exploit e-business Opportunities Exploit e-business Opportunities

◆ Nimble ◆ Quick ◆ Brand Equity ◆ Knowledge

Traditional Business Traditional Business

Source: Fortune, May 24, 1999

Dysfunctional Knowledge Environment Knowledge-hoarding → Reinventing the wheel Information overload → Poor decision making Slow diffusion of innovation → Variance in performance Dysfunctional Knowledge Environment Knowledge-hoarding → Reinventing the wheel Information overload → Poor decision making Slow diffusion of innovation → Variance in performance

$100M+ +

and

Speed to Market

$100M+ +

and

Speed to Market

Below the e-line there exists a dysfunctional knowledge environment …

line

There is significant untapped value in Tacit Knowledge …

Data Information Knowledge

A record of a transaction A semi-structured message, with a sender, a receiver and an intent to inform Insights and context from the mind - what the knower knows

Tacit Knowledge

Represented Knowledge – Embedded – Explicit

People People Things Things

• Content
• Rules
• Content
• Rules
• Processes
• Practices
• Processes
• Practices

Places Places

Much of a Company’s Tacit Knowledge Resides in Informal Communities …

Adapted from The Knowledge Creating Company by Ikujiro Nonaka and Hirotaka Takeuchi (OUP, 1996)

Knowledge Management; what and why?

Tacit knowledge: Knowledge Management: To what end?

Optimizing knowledge improves organizational: Productivity Competency Responsiveness Innovation “... dependent on a firm’s ability to know what it knows, utilize what it knows, and how fast it can learn new things.” –Larry Prusak Leveraging the vast, untapped potential of tacit knowledge in a firm drives organizational performance

Health Care and Knowledge Management …

• The Health Care industry has traditionally allocated a lesser

percentage of revenue to IT spending than other sectors

• Healthcare, like so many other industries, is an increasingly

information-based sector.

• Healthcare has begun to embrace knowledge management

concepts and technology - a trend that began with administration and is broadening

• Knowledge Management holds great potential to lend

advantage to health care providers

Technology; An enabling component of Knowledge Management - Not a stand-alone solution ...

Process / People / Culture Tools & Technology Improving Performance Meeting Marketplace needs

KM FRAMEWORK ENABLERS IMPROVEMENT ADVANTAGE

Embodied (Tacit) Embodied (Tacit) Represented (Explicit) Represented (Explicit) Embedded Embedded Sense Sense Organize Organize Socialize Socialize Internalize Internalize Observe/Listen Gather Hypothesize Build Context Categorize Map Communicate Disseminate Simulate

Apply Decide Act

How Can Companies Frame Managing Knowledge in a Programmatic Manner?

An important step in building a KM framework is understanding existing knowledge-creating processes, and identification of process gaps ...

Voice Mail pages reps in succession Help Desk -L2 Help Desk -L3 Rx User Problem Question Request Rx User Problem Question Request In The Field Key Person System Admin. Key Person System Admin. Connie Connie Sarah Sarah Paula Paula Jamie Jamie Auto Attend. Auto Attend. Voice Mail Voice Mail Help Desk Help Desk -L1 Performs Level 1 Problem Determination;

• Problem Call Sheet
• How to questions
• Problem Classification
• Hardware
• Medical Records/O.E.
• Financial (billing)
• Payment Distribution
• Bug / Enhancement

Performs Level 1 Problem Determination;

• Problem Call Sheet
• How to questions
• Problem Classification
• Hardware
• Medical Records/O.E.
• Financial (billing)
• Payment Distribution
• Bug / Enhancement

Fixed? Fixed? File Log Sheet File Log Sheet Bug? Bug? Enter into CMS - Issue # Enter into CMS - Issue # Closed Call Log Closed Call Log Open Issue Log Open Issue Log

• A. CMS
• A. CMS

OASIS Problem? OASIS Problem? Determine Classification Area Determine Classification Area Route to area Expert Route to area Expert Work on Problem Work on Problem Fixed? Fixed? Escalate to Jamie Escalate to Jamie Escalate to Jamie and Sheri Escalate to Jamie and Sheri File Log Sheet File Log Sheet Fixed? Fixed? File Log Sheet File Log Sheet Fixed? Fixed? Call Log in open Log file Call Log in open Log file Escalate to S.A.

• r Programmer

Escalate to S.A.

• r Programmer

A. Non- CMS A. Non- CMS Problem remains open and tracked by H.D. in process A. Calls H.D. Yes No No Yes Yes Yes No No No Yes No Closed Call Log Closed Call Log Closed Call Log Closed Call Log Closed Call Log Closed Call Log Help Desk Call Flow Model - Revision 1.3

1

• Process Analysis
• Where is Knowledge

created?

• How does Knowledge

flow today?

• What are the
• rganizational work

flows?

• Gap Identification
• Process Design

Acquire Use Publish Structure Value

Evolve

Assess Intellectual Capital (IC) needs Advertize IC needs Determine means of acquisition Acquire IC Verify completeness of submission Assess submission Approve, decline, or conditionally accept Make available Advertise IC availability to the appropriate communities Locate and obtain IC Consult listed contacts as needed Provide feedback on IC Participate in discussions to facilitate the transition from "tacit" knowledge to "explicit" Format and edit IC Categorize appropriately Evaluate "tacit" knowledge requirements & establish appropriate levels of access

The Knowledge Management Process Loop

Process component of a Knowledge Management framework addresses at least 5 key areas ...

People - networks - collaboration - Much of an

• rganization’s tacit knowledge resides in informal

communities ...

• Who knows what?
• How do communications

flow?

• Where / what are the

barriers?

• Who has influence - the

“Champions”?

Knowledge Management initiatives involve a change in the way organizations behave. Culture thus becomes a crucial consideration ...

• What are the cultural barriers / facilitators to

Knowledge Management?

• What is the capacity for change in the organization?
• Is teaming strongly ingrained throughout the
• rganization, or in certain factions thereof?
• Is incentive to share one's Knowledge and insight

provided in the organization culture? Is there a disincentive?

• Does the organizational culture & leadership establish

a value of Knowledge?

The “People” component of Knowledge Management

• Organized competencies and specialization
• Knowledge Networks built into the organizational

structure - leveraged in KM framework

• Embrace sharing and knowledge transfer -

mentoring ingrained

• Self-motivators with drive for continual progress
• Team-oriented
• “Core Teams” formed around informal networks
• f colleagues

Expertise Expertise The Five Knowledge Management Technologies Collaboration Collaboration Knowledge Discovery & Mapping Knowledge Discovery & Mapping Knowledge Transfer Knowledge Transfer Business Intelligence Business Intelligence

Collaboration Knowledge Transfer Collaboration Knowledge Transfer Business Intelligence Business Intelligence Knowledge Discovery & Mapping Expertise Knowledge Discovery & Mapping Expertise

Knowledge Strategy Knowledge Strategy Opportunities for Action Opportunities for Action Design, Deploy & Enhance Design, Deploy & Enhance How can we leverage knowledge to support value creation? How can we leverage knowledge to support value creation? What

• pportunities

should we address and how? What

• pportunities

should we address and how? How should we implement and manage these

• pportunities

to deliver the benefits? How should we implement and manage these

• pportunities

to deliver the benefits?

The technologies alone provide limited value, a framework will provide a better perspective …

Summary and lessons learned ...

• Understand processes / identify gaps / identify KM
• pportunities
• Assess success factors / readiness / gaps / KM
• pportunities
• Understand cultural barriers / identify means to address

them / KM opportunities

• Start Someplace!! / “Quick Wins” / Leverage “Champions”

/ Gain buy-in / Grow KM - Pilot and then scale

• KM starts with people -- technology is used to scale the

efforts

• Communities are a major focal point of analysis