Transcript Common questions for KM

Knowledge Sharing,
Management & Innovation for IT
Corporations
Professor Jon Patrick
Sybase Chair of Information Systems
Basser Department of Computer
Science
University of Sydney
Acknowledgment
Dr Eric Tsui
Computer Sciences Corporation
Industry Partners with the Basser
Dept of Computer Science
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Accenture
Bullant
Compuware
Cisco
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Four views of KM
• Document Management
• Expert Systems -KBS; AI systems,
Internet/Intranets, Intelligent Agents
• Organisational Learning & Memory,
Culture; Change Processes
• Knowledge Manager - Information Science
- Library Science
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Common questions for
Document Management type
KM
• We have dealt with this customer before. Where
are the contracts and what were the special deals
with did with them?
• How can we best leverage on past experience and
be able to further increase customer satisfaction?
• How can we transfer existing knowledge better
and faster to colleagues and new employees?
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Common questions for Expert Systems
type KM
• How can an organisation consolidate its expertise
and experience on product development?
• How can we ensure that we apply all the available
knowledge when producing a product?
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Common questions for
Organisational Learning type
KM
• What kind of knowledge do we actually have
within the organisation?
• Which knowledge areas must we develop in the
near future?
• How are we going to develop this new
knowledge?
• How can we transfer existing knowledge better
and faster to colleagues and new employees?
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Common questions for Knowledge
Manager type KM
• What is the structure of out Corporate knowledge?
• What access paths do people want to get
knowledge?
• Can we quickly locate person X who is an expert
on product Y in industry Z?
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Relevant technologies for a KM system
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Data Warehouses
Data Mining
Full-text search engines
Document Management systems
Navigation tools
Collaborative Work Group Tools
Workflow systems
E-mail
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Tools for managing knowledge repositories
• Lotus Notes
Database management, discussion-groups
• Intranets
Publishing information across multiple platforms,
multimedia databases, hypertexts
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Relevant AI technologies for Organisational
Memory
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Induction
Case-based reasoning
Intelligent Agents
Deductive (Active) databases
Natural Language front ends
Knowledge map or ontology
Intelligent Workflow
Others…
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Perceptions about the Nature of
a KMS
• “If we want people …to share what they
have learned, we would be wise to create
the conditions in which sharing is a
benefit.” Nancy Dixon
• Choosing a system depends on
– receiver of knowledge
– task nature - routineness and frequency
– type of knowledge transferred
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Knowledge-transfer Models
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Serial Transfer
Near Transfer
Far Transfer
Strategic Transfer
Expert Transfer
Metaphor - not a Warehouse but a Cooperative
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Ansett Case Study
• Photo on The Australian front page 16/4/01:
Mr. Toomey met by operations chief Trevor
Jensen, who has handled the crisis in his
absence.
• How could KM technology have helped
Ansett?
• How can KM technology help Ansett?
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The LIBRA Story
(Fin Review, BOSS,
April,2001)
• www.libragirls.com.au offers 1-to-1
activities
• aimed at 12-24 year old girls
• 2-day early reminder of period being
imminent
• Dear Diary section to record secrets,
homework and important dates & details
• exchange information with friends
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Libra -What is their KM
Strategy?
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Detailed customer demographics knowledge
Deep psychological analysis of market
High sensitivity to cultural variables
Individualisation of client interactions
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What is needed to support this
strategy
• What technology can support this strategy?
• What staff competencies are needed to
support this strategy?
• What processes are needed to support this
strategy?
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A Model of KM Strategies
Artifact
Structured
Doc Repository
Unstructured
Intranets
Individual
Expertise Profile
Discussion Forum
(Hahn & Subrimani, 2000, A Framework for KMS, Proc ISIS, pp302-312)
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A Framework of KM Objectives
• Maximise knowledge creation and
acquisition
• Maximise knowledge sharing
(Knowledge management’s Social dimension: lessons from Nucor
Steel, A.K. Gupta & V Govindarajan, Sloan Management Review, Fall,
2000.)
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Maximise Knowledge Creation
and Acquisition
• set stretch goals
• provide high powered incentives
• cultivate empowerment and provide “slack”
resources
• equip every unit with a well-defined
“sandbox” to play in
• cultivate a market for ideas within the
corporation
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Maximise Knowledge Sharing
• ban knowledge hoarding (discourage
under-achievers)
• rely on group-based incentives
• invest in codifying tacit knowledge
• match transmission mechanisms to type of
knowledge
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What is KM?
• The collective experience of all members of
the organisation gained in carrying out its
activities, including the organisational
memory and concomitant learnings from
dealing with its clients.
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Organisational memory in organisations
• Not commonly recognised as a key corporate asset
• Only being used to support operational decision
making
• Not used to support tactical or strategic level
decision making
• Not fully integrated with knowledge acquisition,
maintenance and distributions
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What is KM?
• The care and development of understanding
and detailed analysis of the content that is
relevant to defining the culture and business
practices of the organisation.
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A Knowledge Management
Organisation consists of
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People
Processes
Information
Technology
A Culture of Knowledge
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Culture of Knowledge
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Content/Information
Intense Analytical Scrutiny
Deep appraisal of cultural characteristics
True KM will not arrive until the C of K is
adopted by organisations as their modus
operandi
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Information Overload
• IO is leading to dumbing down
• Understanding is disappearing
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The Wrong Agenda - KM in
Schools
• Research has NOT told us how children
learn from computers
• Information Literacy is needed not
Information Technology
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Information is not Knowledge
• “The thrill of acquiring or distributing
information quickly must not be confused
with the more demanding task of converting
it into knowledge and wisdom. Regardless
of how advanced computers become they
should (do) not substitute for basic human
cognitive skills of awareness, perception,
reasoning and judgement. “ (Alan Bundy,
2000, Information Literacy)
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Information Literacy not IT
• “It is time we replace the term IT with IL
(Information Literacy). IT is mainly about flow movement of information through networks… but
adding information in a time of infoglut and data
smog can actually interfere with learning and
understanding …. Information Literacy is mainly
about developing understanding and insight.
Literacy is about interpretation of information to
guide decisions, solve problems and steer though
uncertain complex futures” (McKenzie, 2000)
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What is our Proposal
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Innovation Action Groups
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High Level Synthesiser -scout
Librarian - corporate repository
Knowledge Engineer - customer focused
Knowledge Operator - operational
processes
• Culture of Knowledge
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WHAT ARE WE DOING at the
University of Sydney
• Created an IS program driven around
communication and analytical skills
• Created a Bachelor of Arts Informatics -4
year Arts and IS majors
• 55% women
• Defined IS from a cultural perspective
• Defined the IS Professional in new terms
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Future Knowledge Workers
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Critically Analyse
Communicative
User Friendly
Lead innovation
Construct and justify argument
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Critical success factors for knowledge
management
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Provide leadership
Establish cross-functional teams
Ensure that a process is in place
Nurture a sharing culture
Demonstrate measurable benefits of knowledge management
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THE END
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