Objectives Understanding KM definition APO Understanding the APO KM - - PowerPoint PPT Presentation
Basic Concepts on KM Nihal al Hen enna nayak aka B.Co Com (Sp Sp) Knowledg owledge e Mana nagement ement Cons nsul ultant ant Reso sour urce ce perso son n (Product oductiv ivity) ity) nihalhennayaka@gmail.com 0712-7 3 1 8 8
Nihal al Hen enna nayak aka
B.Co Com (Sp Sp) Knowledg
e Mana nagement ement Cons nsul ultant ant Reso sour urce ce perso son n (Product
ivity) ity) nihalhennayaka@gmail.com
0712-7 3 1 8 8 1
Objectives
Understanding KM definition APO Understanding the APO KM Framework Understanding the essential elements for successful
implementation of KM
Overview of the APO KM Implementation
Approach
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connected with business processes may improve productivity
improve company’s core competencies
an added value and give the company a strategic advantage in competition
Importance of Knowledge
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Knowledge is now recognized as the most valuable intangible assets Knowledge have become key drivers for competitive advantage: productivity, quality, and innovation (and more)
Paradigm Shift
From …
To … Knowledge Shared is Power MULTIPLIED
Robert Noyce
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Wealth Creation
Sector % of GWP % from Intangible Assets
Agriculture 3% 49.6% Industry 28% 63.5% Services 69% 79.8% Overall 74.3% Wealth creation is increasingly a matter of managing intangible assets
26 % from tangible asset 74% from intangible asset
Source: World Development Report, 2008 6
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Knowledge as a person’s thought ……….
water in a deep well, but someone with insight can draw them out”
What is Knowledge Management?
Pretentious label for Information Management Complex work involved in organizing access to
information resources
Latest management fad
What is Knowledge Management?
KM is an integrated approach for creating, sharing, and applying knowledge to enhance
and growth.
Asian Productivity Organization’s definition
Knowledge Management Connects
People with People People with Information
Information & Knowledge
Information is:
Visible Independent from action and decision Physical product Independent from existing environment Easily transferable Can be duplicated
While Knowledge
Can’t be duplicated Closely related to action and decision Thought changes after processing Invisible Spiritual product Identified with existing environment Transfer through learning
Dimensions of Knowledge
We communicate information to one another in explicit
forms.
We can chose to turn that information into knowledge
(learning process) in our heads (tacit knowledge)
.When we make our internal tacit knowledge explicit in
some form, it becomes information to others
Information and Knowledge
Information only becomes knowledge in the hands
what to do with it.”
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Peter Drucker
TYPES OF KNOWLEDGE
Knowledge can be broadly classified into two types:
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ion
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Culture & T echnology
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Transferring Knowledge
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SECI Model: Four Modes of K-Creation
I I G I I I I I I O G I
Socialization Externalization Combination Internalization
O G G G G
Learning and acquiring new tacit knowledge in practice Systemizing and applying explicit knowledge and information
inside the company
knowledge
tacit knowledge
knowledge
knowledge
integrating explicit knowledge
diffusing explicit knowledge
knowledge
knowledge through action and practice
Tacit knowledge Explicit knowledge Explicit knowledge
Sharing and creating tacit knowledge through direct experience Articulating tacit knowledge through dialogue and reflection Source: Nonaka, Konno, KIRO
Twenty Essential KM Tools & Techniques
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Brainstorming
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Learning’s ideas capture
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Peer Assist
4.
Learning Reviews
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After Action Reviews
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Expert Locator
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Communities of Practice
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Storytelling
9.
Virtual Work Spaces
“HP If only HP knew what HP knows, we would be three times more productive”.
Lew Platt, Former Hewlett-Packard CEO
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Importance of Knowledge
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Knowledge is now recognized as the most valuable intangible assets Knowledge have become key drivers for competitive advantage: productivity, quality, and innovation (and more)
Benefits of KM
Increase knowledge and skills of individuals. When team members are constantly
learning and sharing knowledge with each
Improves organizational capability:
Increases Productivity and improves Quality
Accelerates Innovation
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KM Myths
KM is a fad KM is a new technology ( codifying ) knowledge KM is a new HR initiative KM is extra work KM is only for knowledge workers
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KM Challenges
Behavioral and mindset change of staff. Creating a collaborative culture. Accelerating innovation through knowledge
creation.
Improving Service Quality and Service Mindset. Overcoming bureaucracy. Information overload.
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APO KM Framework
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APO Workshop on Implementing KM
Outline Session 1. Concepts and Principles Session 2. APO KM Framework Session 3. KM Implementation Approach
APO KM Framework – Background
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Malaysia, Philippines, Singapore, Thailand, and Vietnam
APO member countries
APO KM Framework – Purpose
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to KM
implementation of KM
countries in leveraging KM for their benefit
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Store
OUTCOMES KNOWLEDGE PROCESS ACCELERATORS
People Processes Leadership Technology
Team Capability Organizational Capability Individual Capability Societal Capacity
APO KM Framework
APO KM Framework
Starting point of the KM framework is the Vision
and Mission of the organization
KM meets the business objectives of the
There are three levels in the framework:
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Accelerators
Accelerators help to propel and speed up the KM initiative in the organization
Four accelerators can be identified:
33 ACCELERATORS
People Processes Leadership Technology
Accelerators – Leadership
Drives the KM initiative in the organization
Ensures alignment of KM strategies and projects with the mission and vision of the organization
Provides support and resources for the implementation of KM projects
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Accelerators – T echnology
Accelerates the knowledge process through effective tools and techniques
Tools such as groupware and collaborative workspaces enable participation across time and distance
Provides a platform for retention of
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Accelerators – People
People are users as well as generators of knowledge
They create and possess intellectual capital
Trust is a prerequisite for knowledge sharing
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Accelerators – Processes
Social and technological steps that enhance the contribution of knowledge in the
Systematic and effective processes can contribute to improving organizational productivity, profitability, quality, and growth
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Knowledge Process
Refers to knowledge development and conversion processes
Five steps in the knowledge process:
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Knowledge Process Step – Identify
Initial crucial step of the knowledge process
Critical knowledge needed to build the core competencies of the organization is identified
The knowledge gaps in the organization are identified in this step
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Knowledge Process Step – Create
Addresses knowledge gaps through knowledge conversion and generation of new knowledge
Many ways to create new knowledge:
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Knowledge Process Step – Store
Collection and preservation of organizational knowledge
Various forms of storage
Organized for easy retrieval
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Knowledge Process Step – Share
Regular and sustained exchange of knowledge
Fosters continuous learning to achieve business goals
Mutual trust and benefit help foster a culture of sharing
Technology can be used to enhance sharing
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Knowledge Process Step – Apply
The use and reuse of knowledge in the
Translates knowledge into action
Knowledge only adds value when it is used to improve products and services
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KM Measurements
Organizational level : No. of Best Practices
(resulted from modification of existing knowledge) giving improved results
Department level: Percentage of employees
meeting targets on learning hours (Employees’ participation on KM activities)
Individual level: no. of learning hours, no. of
stories told, no. of work instructions written, no. of teaching and coaching hours.
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Very Imprtant
Introduce Rewards and incentives Introduce better communication plan Continues on going evaluation Regular AAR
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Barriers to Successful KM Implementation
Time Power Structures Measurement systems Organizational culture
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are participation and sustainability.
Rewards and Incentives
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Rewards can be
Rewards and Incentives
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Discussion What are the signs of resistance?
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Causes of Resistance
They don’t know They are not able They are not willing They do not believe
How do you address each situation?
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Addressing Resistance: Communication Plan
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On-Going Evaluation
Regular AAR for continuous learning
Use listening posts
Monitor milestones and metrics
Periodic use of KM Assessment instrument
Regular publication of results
Institute rewards and sanctions
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“Most activities or tasks are not
simple: Every time we do something again, we should do it better than the last time.”
Sir John Browne CEO, BP
“Anyone in the organisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company can use to make a profit.”
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Learning & Innovation
Knowledge process enables learning and innovation at all levels and areas in the organization
New products, services, processes, markets, technologies, and business models
Build individual, team, and
societal capacity
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Outcomes
Expected outcomes:
Leading to:
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Deploy Discover Design Develop
APO KM Implementation Approach
Knowledge needs and gaps are identified Pilot KM projects are identified and designed Implementation of pilot projects Organization-wide implementation
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2. Design
3. Develop
4. Deploy
APO KM IMPLEMENTATION APROACH
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NIHAL HENNAYAKA nihalhennayaka@gmail.com National Productivity Secretariat