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Knowledge

Managemen
t Lecture 3
STRATEGIC DESIGN AND
IMPLEMENTATION

11/3/16

KMSDI, XIM, Bhubneswar

Review
Course Outline
Evaluation Criteria
Mini-Class Test 5 Marks Completed
Assignment 20 Marks Guidelines already provided
through email
Project 20 Marks Guidelines already provided through
email
Class Performance 15 Marks
Final Exam 40 Marks Pattern provided through email

Expectation of Students
Already discussed, some of them will be incorporated such as
evaluation and improvement (Knowledge Management
Balanced Scorecard), APQC
11/3/16

KMSDI, XIM, BHUBNESWAR

Review (Cont.)
Coordinate points of the
PlanningPeopl
IT-Enabled Organization
Visio
n,
e

Course
Goal,
(Lead
Business Process

Reengineering and
Automation
(Objectives)
Data Modeling
Business Intelligence
(Data Level - Data
Analytics using R)

,
Wisd
om
(inta
ngibl
e)

ISSDI (Information
Level)

Objec
tives
Missi
on,
Strat
egic
and
Data,
Tactic
Infor
al
matio
Plann
n,
ing
Know
SOP
ledge

er,
Mana
ger,
Admi
nistra
tor)

Busine
ss
Organi
zation

Cash
Mater
ial
(tang
ible)

Techn
ology
(Mac
hines
, IT,
and
so
Gove
on)
rnanc
e,
Risk
Mana
geme
nt
and
Comp
lianc
e

Managerial
Computing
Management
Information System
Knowledge
Management
System
Decision Support
System
IT Governance
IT Risk Management

KM SDI (Knowledge

PLACE OF
KMSDI in MBA (Information System)
Level)

11/3/16

ERP

KMSDI, XIM, Bhubneswar

Review (Cont.)
1. Definition of data, information, and knowledge - What
2. Knowledge classification - What
3. What is knowledge management and why do we
need it
4. The six main components of knowledge management
(Connecting people, Learning from experience,
Improved access to documents, Retention of
knowledge, Creation of best practices, Innovation) What
5. Translating KM into business terms (Coordination,
Learning, and Memory) - What
6. Knowledge management framework (Three principles)
- What

What and
Why
Of
Knowledg
e
Managem
ent

7. Knowledge management as orchestration (KM has to


coordinate with many disciplines) - What

11/3/16

KMSDI, XIM, BHUBNESWAR

Review (Cont.)
Fundamentals of Knowledge Management (KM) Session 1, 2
Knowledge Management Strategy Formulation Session 3-12
The role, skills and characteristics of the knowledge management leader
The KM team members

How

Knowledge Management Strategy Implementation Session 13-18


Knowledge Management Strategy Execution Session 19
Wrap up and Revision Session 20

11/3/16

KMSDI, XIM, BHUBNESWAR

Review (Cont.)
Meaning of Strategy in Business
Organizational Context

Knowledge Management Strategy

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KMSDI, XIM, BHUBNESWAR

Review (Cont.)

Detailed Meaning of Strategy in Business


Organization Context
Execution

Note: Many
place
We can see
Strategy,
Design, and
Implementat
ion in place
of
Formulation,
Implementat
ion, and
More Specific to Organizatio
Execution.
11/3/16

KMSDI, XIM, BHUBNESWAR

Review (Cont.)
Knowledge Management Strategy is our central topic
what, why, how (who, when, where)
What (description)
Principle 1 . KM must address roles, processes, technologies and
governance
Principle 2 . KM must cover both the elements of connecting people through
conversation and collecting and organizing content for access
Principle 3 . KM must address push and pull (aka supply and demand)

Why (motivation)

Learning at the Speed of Change


Information and Technology Overload
Globalization of Business Organizations Today are More Global
Knowledge as an Organizational Asset

How
Note: who, when, where will be covered under how.

11/3/16

KMSDI, XIM, BHUBNESWAR

Review (Cont.)
Under how, first thing you need is People

11/3/16

KMSDI, XIM, BHUBNESWAR

Agenda
Knowledge Management Strategy Formulation (How)
The role, skills and characteristics of the knowledge
management leader
The KM team members

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1. Role, Responsibilities, Skills and


Characteristics of the Knowledge
Management Leader
KM Strategy Formulation
Develop, together with the leadership of the organization, the vision, objectives,
metrics and deliverables of the KM implementation program. This is done during
the KM strategy phase, which precedes KM implementation.

Implementation
1. Management of a KM framework
Accountable for designing and introducing a working KM
framework within the business, which delivers business value and is
seen by staff and management as supporting effective business practice
KM leader will act as project manager for the framework
implementation project, and will represent KM at the senior
level of management

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Deliver the implementation project objectives, within the


agreed time frame and to the agreed cost and
performance metrics. The KM leader manages the
implementation project. They are accountable for delivery, for
the budget, for managing the members of the KM
implementation team, and for managing progress and activity
(the standard accountabilities of a project manager).
Define and test the KM framework through the testing and
piloting phase, and ensure that the KM framework operates
effectively and efficiently. Effectively means that the desired
objectives are met, and efficiently means within a
reasonable range of effort and cost. At the end of the piloting
stage, the KM leader is accountable for delivering a tested and
validated framework.
Ensure that the KM framework delivers business value.
Delivering the framework is not an end in itself; the framework
only exists to deliver business value and the KM leader must
keep this value objective constantly in mind. Very often the
success of the pilots, for example, will be measured in business
terms: money saved, time saved, or value created.
Act as champion for the corporate vision of KM. The KM
leader is the figurehead and champion for KM within the
11/3/16
organization.
SheKMSDI,
orXIM, BHUBNESWAR
he is responsible for ensuring 12that

2. Promotion of KM behaviors and culture


Part of implementing KM is to ensure that KM behaviors
become the norm in your organization, thus influencing
culture change. The behaviors will be driven partly by the
framework, which, when embedded into the work structure, will
prompt people to push and pull and to connect and
collect. Your role is to champion the application of the
framework, and to keep KM in peoples awareness until it
becomes part of the way we work.
3. Measurement and reporting of KM
Once the implementation program is over, the KM leader role
changes to a more operational one, concerned with maintaining
KM activity, monitoring and reporting on the application
of KM, and looking for enhancements to the KM framework.
Your managers will be interested in whether the KM strategy is
being applied, whether the framework is operating as expected,
and whether KM is delivering the anticipated benefits. An
important part of your role is to measure, monitor and report.
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2. What Competencies does the


Knowledge Management Leader
Need?
Change Agent
Strong communication and influencing skills
KM leader needs to know the company, the company structure
and strategy, the company terminology and the stories that circulate
around the organization, and they also need to be widely known.
Ideally they should have history and credibility in more than one
division, rather than having spent their whole career in marketing, or
in research, or in finance. They should know the important people, and
be very well networked.
The KM leader needs the ability to take a long-term view. They need
to be in KM for the long haul, as an implementation project can take
several years before the framework is fully embedded.
the leader needs to be able to translate KM into the day-to-day
working language of the organization
KM jargon and theory should be kept within the KM team and
their immediate circle of knowledge champions, while to the
business, the KM leader should be able to speak in business language
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3. The KM Team
Members
One of the first decisions a KM leader will
need to make is whos on the KM team:
A. Size of the KM team (will be discussed
through an exercise)
B. Skillsets you will need on the team
C. Attitudes and values the KM team needs to
share
D. Roles you will need on the KM team

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KMSDI, XIM, BHUBNESWAR

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3.B. What Skillsets will


You Need on Your Team?
Business skills - functional experience in the work of
your organization. A legal firm need lawyers on the KM
team, and aeronautical firm need aeronautical
engineers on the team
Facilitation skills - KM is concerned with conversation
Knowledge organization skills - information
management, content management and library skills.
The areas of metadata, taxonomy and document
lifecycle management will all need to be addressed,
and you will need some awareness of records
management as well, since records management forms
one important aspect of organizational memory.
Change management skills
Writing skills
IT Skills
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KMSDI, XIM, BHUBNESWAR
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3.C. Attitude and Values


In addition to the core skillsets, you also
need the right attitude and values.
The members of the team need to be
passionate and knowledgeable about
KM
They need training in the skills and
theories of KM and best practice
transfer, and access to books,
conferences and forums on the topic.
They
should
participate
in
KM
communities of practice. They must be
enthusiastic about applying KM tools
and techniques to enhance the quality
of their own work.

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KMSDI, XIM, BHUBNESWAR

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Core values, Belief,


Attitude, Behavior, and
Skills
Core values are the principles and standards at
the very center of our character, and from which
we will not budge or stray. Core values are
extremely stable and change only very slowly over long
periods of time.
Core values form the basis for our beliefs about
life, ourselves and those around us, and the human
potential of ourselves and others.
Values and beliefs form our attitudes and guide
our behavior. The behaviors we engage in are what
people around us see, along with our skills and actions.
Our outer or public shell of behaviors and skills
can change rapidly and dramatically through our
lives, influenced by our environment and guided by our
more stable core values
and beliefs.
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KMSDI, XIM, BHUBNESWAR
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3.D.Team Roles
Project Manager
Look after the administrative aspects of the project; maintaining the project
plan, managing the budget, and creating the reports for the steering group

Knowledge Manager
Maintain and document the knowledge of the team, to build and coordinate a
KM community of practice (including all KM champions), and to start to build
the corporate knowledge base on KM. This person will play the role of subject
matter expert for KM within the organization

Communications Lead
Manage and deliver the communication strategy and plan. In a larger team,
tasked with implementing KM across a large and complex organization, this is
often a full-time role, and may even involve more than one person. Make sure
this person is a skilled communicator, perhaps with a marketing or internal
communications background

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KM Workers and Coaches


You will need people to go out and support KM activities in the
organization. These people deliver the proof of concept exercises,
and work with the business implementing the pilots. This is the
primary role for the business people within the team.

IT Specialist
Finally you may need people to take accountability for specific
components or projects within the KM program. Your IT specialist
may take accountability for the development of supporting tools,
your knowledge organization specialist may take accountability for
developing the enterprise taxonomy, and so on.
Note: Make sure that all of the roles work as a coordinated team
and not in isolation, otherwise the KM framework that you develop
and deploy may not work as a complete system.

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Class Exercises

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Q and A

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