KM Framework ,Trends And

Challenges

Presented By,
MBA( Finance )
Knowledge Management
 Knowledge is the ability to respond to a body of facts and
principles accumulated over a period of time.
 Data Information knowledge

Human
Data Information
Interpretation

Human
Information Knowledge
Use

 Knowledge Management is the collection of processes that

govern the creation , dissemination and utilisation of knowledge
 KM Definition
 Knowledge management is the deliberate and
systematic coordination of an organization’s People,
Technology, Processes and Organizational
structure in order to add value through reuse and
innovation.

 This coordination is achieved through creating,

sharing and applying knowledge as well as through
feeding the valuable lessons learned and best
Knowledge Hierarchy
Enriching through
experience, training education

Transforming through
EXPERTISE
personal application, values and
beliefs
KNOWLEDGE Adding meaning
understanding, relevance
INFORMATION and purpose

DATA
 KM Objectives
 Facilitate smooth transaction from those retiring to their successors
who are recruited to fill their positions.
 Minimise loss of corporate memory due to attrition and retirement

 Identify critical resources and critical areas of knowledge so that the

corporation knows what it knows and does it well and why.
 Build up a toolkit of methods that can be used with individuals, with
groups, and with the organization to stem the potential loss of intellectual
capital.
 To share the knowledge, a company creates exponential benefits from
the knowledge as people learn from it
 React to new business opportunities
KNOWLEDGE MANAGEMENT STEPS

 A good model can integrate various elements and

show relationships in a way that is much harder to
do in writing

KM consists of the following steps:

a. Identification of needs
b. Identification of knowledge resources
c. Acquisition, creation, or elimination of
knowledge related
resources/processes/environments
d. Retrieval, application and sharing of
 KNOWLEDGE MANAGEMENT
FRAMEWORK

 There are essentially

three questions that a
knowledge management framework may choose
What
to answer: Why When
/How

"What/how" refers to the actual processes of

knowledge management.
"Why" refers to an indication of the reasons
behind using one method or the other.
"When" refers to the timing for using one method
or another, and is very closely related to "why".
 The latter two questions are usually tackled in more strategic
oriented models that take a broader perspective.
 What/how is usually dealt with in process oriented models
that focus on an understanding of the tools available to the
manager.
 These kinds of models are generally more common.
 It is important to note that none of the processes are
independent and all of them are affected by countless factors.
 This is why knowledge management frameworks are typically
very different and can be presented in a wide variety of ways.
 For instance, some models are sequential, and seek to provide a
better overview at the expense of "realism"
 Since KM is closely related or dependant on other disciplines
(such as strategy, information management, project management,
etc.)
 it is enabled by a wide range of processes and systems, a model
can become very complex indeed.
 This is why there is no such thing as an integrated and fully
detailed knowledge management framework, i.e. one that
captures all relevant aspects with appropriate detail.
 Each model must choose its focus and origin, as well as its
limitations
Need for Knowledge Management
Framework

 As Knowledge Management has evolved over the last two

decades, the need for an integrated Knowledge Management
framework has become apparent. With a Management
Framework, KM can take on the aspects of other management
systems, and be made part of normal business, rather than
relying on a disparate set of tools.
 Knowledge Management Framework Purpose
A Knowledge Management Framework ensures that all
necessary KM elements (Accountabilities, Processes, Technologies
and Governance) are in place, and interconnected. This ensures that
there are no gaps in the system, and that knowledge flows freely
through the organisation.

 Knowledge Management Framework Method

When building a Knowledge Management Framework, we
have to make sure that we cover all of the components - all of the
interlinked items - which need to be in place for knowledge
management to work. We build the framework as a matrix, and to
take a well established knowledge management model for each axis
of the matrix.
 Importance of KM Framework
 The knowledge management (KM) framework is very important for
the organizations that intend to implement the KM system in their
organization.
 It will become as the guidelines in order to ovoid the errors and
 gain other benefits in terms of time and effort as well as
 Benefit of cost involvement.

A strong KM framework is vital for the success of Knowledge

Management; as follows
• With no accountabilities, it is nobody's job.
• With no processes, nobody knows how.
• With no technology, nobody has the tools.
• With no governance, nobody sees the point.
KM Models
• Numerous researchers have proposed several KM
frameworks.
• Many of these frameworks are prescriptive,
providing direction on the type of KM procedure
without providing specific details on how those
procedures should be accomplished.
1. Wiig’s (1997) KM framework proposes three KM pillars
which represent the major functions needed to manage
knowledge.
• The pillars are based on a broad understanding of
knowledge creation, manifestation, use, and transfer.
2. The Leonard-Barton (1995) model highlighted a KM
3. Arthur Andersen and APQC (1996) have advanced a
model comprising seven KM processes that can operate on
an organization’s knowledge:
• create, identify, collect, adapt, organize, apply, and
share.

4. The framework advanced by

Van der Spek and Spijkervet(1997) identifies a cycle
of four knowledge management stages:

 conceptualize, reflect, act, and retrospect.

5. Chih-Ping et al. (2002) proposed another framework

by integrating the previous frameworks. It consists of
 The KM Process Model
There are four activities involved in the KM process model in
order to utilize the knowledge in the organization. These are
the activities that begin with acquiring and storing the
knowledge into the KM system, followed by disseminating
and using of knowledge among the communities.

1. Acquiring Knowledge:
Acquisition of knowledge in a collaboration
environment uses elements adopted from Arthur Andersen
and APQC (1996), which involve sequential steps that
should be taken in order to make sure that the knowledge
could be acquired from the right people, time and place.
It is suggested as follows:
a. Identify Knowledge (Determine sources and type of
knowledge)
 c. Adapt Knowledge (Categorize the knowledge)
d. Organize Knowledge (Prepare and map
knowledge into the specific requirements.)
e. Store Knowledge (Keep and index the knowledge
dynamically)

2. Store: This is a process where the knowledge will be

kept in repositories. These can be documents that are
organized and categorized to enable browsing or fast
access of knowledge.

3. Disseminating Knowledge: The KMS can

disseminate knowledge in a collaboration environment
essentially into four ways, depending on whether the
communication method is synchronous or
Framework dimension
DEVELOPMENT AND
CHANGE

TOOLS AND
MEASUREMENT
METHODS

KNOWLEDGE
MANAGEMENT
FRAMEWORK
ORGANIZATION AND
KNOWLEDGE MANAGEMENT
CONTENT

CONCEPTS
Concepts
an integrated set of constructs for understanding knowledge
and its management in organizations
 Development and change
migration and co-existence of knowledge frameworks,
processes, tools, and behavior
 Organization and management
integration and institutionalization of formal, informal and
knowledge processing structures; knowledge management
roles; organizational institutions, including incentive structures,
knowledge sharing policies, and culture
 Content
characteristics and typologies of the products of knowledge
processes
 Measurement
valuation of knowledge content, capabilities, and potential
opportunities for their utilization; measuring knowledge
processes, and locating areas of improvement
 Tools and methods
methodologies, organizationally tailored “communication
packages,” information systems Table 13. Interpretation of the
framework dimensions.
 KM TRENDS
 PHASES OF KNOWLEDGE MANAGEMENT TREND STUDY
 Work on the trend study commenced with the development of
its underlying method and design in 2012.
 In a second step, the knowledge management practices were
selected.
 More than 120 knowledge management practices were collected
from literature, synonyms were summarised, put into categories
and condensed to 32 KM practices.
 Additional trends not noticed in literature resulted from the
pre-tests in step three.
 The study was performed in April and May 2013.
 More than 40 completed questionnaires were evaluated.
Classification of knowledge management
practices
EARLY BIRD
These practices are relatively new and are still being tested.
They are particularly interesting for further development of knowledge
management and therefore also interesting for research.

GIVE IT A TRY
These approaches have been used in practice for a while but
lead a niche life. The practices are preferably interesting for
organisations with established knowledge management.

PROVED IN PRACTICE
These are knowledge management practices that are currently
becoming established in practice or that have already become
established.

HIDDEN CHAMPIONS
These practices are already recognized in some areas but are
 Many knowledge management methods known by name have
already reached practical use (“Proved in Practice”).
 In this category, the practitioners agree about wide distribution
specifically in regard of work inspections, search engines,
groupware systems, best practices, forums, business intelligence
and content management systems.
 Practices that are (partially) still waiting for widespread
introduction (“Give it a Try”) are expected to reach the plateau of
productivity within two to five years.
 This includes the methods of knowledge transfer, knowledge
manager, Wiki, knowledge map, self-explanatory folder
structure, e-learning, storytelling.
 Knowledge Management
Challenges
 Security.
Providing the right level of security for knowledge management is key.
Sensitive information should be shielded from most users, while allowing easy access
to those with the proper credentials.
 Getting people motivated.
Overcoming organizational culture challenges and developing a culture that
embraces learning, sharing, changing, improving can’t be done with technology. There
is no use in launching a tool if there is no drive to share the knowledge.
 Keeping up with technology.
Determining how knowledge should be dispensed and transferring it quickly
and effectively is a huge challenge. Constantly changing structures mean learning how
to be smart, quick, agile and responsive – all things a KM tool must be able to
accomplish.
 Measuring knowledge.
Knowledge is not something that can be easily quantified, and is far more
complex because it is derived out of human relationships and experience. The focus
should be on shared purpose rather than results or efforts.
 Keeping data accurate.
Valuable data generated by a group within an organization may need to be
validated before being harvested and distributed. Keeping information current by
eliminating wrong or old ideas is a constant battle.
 Interpreting data effectively.
Information derived by one group may need to be mapped or standardized in
order to be meaningful to someone else in the organization.
 Making sure information is relevant.
Data must support and truly answer questions being asked by the user, and
requires the appropriate meta-data to be able to find and reference. Data relevancy
means avoiding overloading users with unnecessary data.
 Determining where in the organization KM should reside.
Does KM fall under HR, IT, communications? This decision will
determine what drives your knowledge sharing initiative and who will
be responsible for maintaining the community.
 Rewarding active users.
Recognizing the users who actively participate and contribute to a
knowledge database will not only encourage them to continue
contributing, but will also encourage other users to join.
 Overcoming shared leadership.
KM tools allow others to emerge as voices of power within an
organization. Workers are given a “voice”, which can sometimes cause
internal conflict.
 The Future of Knowledge Management
 The rapid evolution of our intensely connected global economy
means developing knowledge capabilities is a business
imperative. The pioneers of knowledge management developed
valuable tools and approaches.
 Here are five key frames for leveraging knowledge in
organisations that are emerging as the successors to knowledge
management, and that executives find relevant, compelling, and
actionable.
 Social networks.
Social network analysis is being applied by many leading companies
around the world to gain insights into this “invisible organisation,” and to design
interventions that enhance the productivity and effectiveness of knowledge
work.
 Collaboration.
Collaboration tools such as video conferencing and web conferencing are
becoming standard. Now companies are working as a top priority on
developing the skills and culture that enable high-value collaboration
 Relevance.
In a world of massive information overload, we want to see only
information that is highly relevant to our work and interests. The future lies in
finding relevance for individuals from vast oceans of information.
 Workflow.
Knowledge work literally flows through an organisation. The next decade will see
companies shifting their business processes to platforms that enable smooth and efficient
workflow. The emerging discipline of “workflow learning” integrates access to every type
of learning-whether it is information, elearning modules, or human experts-into the
everyday flow of work, so these are available as and when they are needed.
 Knowledge-based relationships.
An increasing proportion of business value resides in trusting, knowledge-based
relationships, that allow companies to create value with clients, suppliers, and alliance
partners in ways they could not do otherwise. Organisations are realising that outsourcing
and offshoring only work if there are effective flows of knowledge between companies.
Professional firms are finding not only that clients are increasingly demanding knowledge
transfer, but also that engaging in knowledge-based relationships increases customer
loyalty and profitability. Relationships are the future of society and business, and rich
knowledge exchange will be at their heart.
 CONCLUSION
 There are researches being carried out in knowledge
management specifically on knowledge transfer within
organisations, and the possibility of cross-cultural knowledge
transfer or transfer of knowledge across country boundaries
between organisations in similar industries.
 Knowledge, learning and sharing come from people and their
relationships with one another, not necessarily from the tools,
databases and technological aids used.
 However, with the proper technology in place you can facilitate
better communication and overcome these challenges to have
an up-to-date, secure and organized knowledge base.