Transcript Knowledge Management - Prince of Songkla University

Chapter 2
Knowledge Management
in Organization
What is Knowledge ?
Knowledge is a fluid mix of framed experience,
values, contextual information, expert insight, and
intuition that provides an environment and
framework for evaluating and incorporating new
experiences and information.
It originates in individual minds but is often
embedded in organizational routines, processes,
practices, systems, software, and norms.
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Knowledge Management’s
value proposition
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Knowledge integration is the engine of economic prosperity.
Unpredictable markets necessitate “organization abandonment”
KM lets you lead change so that change does not lead you.
Cross-industry amalgamation is breeding complexity.
Those who forget the past are condemned to repeat it.
A bridge is needed to across the Atlantic.
Tacit knowledge is mobile.
Knowledge application requires “water-cooler” and
“coffee-machine” cultures; IT barely support sharing.
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What Knowledge Management
is not about
• KM ไม่ใช่การจัดความรู้ให้ผอืู้ ่นใใช้
• KM ไม่ใช่การจัดความรู้เข้าสู่ระบบ
IT
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What Knowledge Management
is not about
1. KM is not Knowledge Engineering.
2.
KM is a business problem
and falls in domain of information systems and management, not in
computer science. KM = Information System + people.
KM is about process, not just digital networks. KM goal is to
improve business process.
3. Km is not building a smarter intranet.
4. KM is not about one time investment.
5. KM is not about enterprise-wide “infobahns”. KM is on helping
the right people apply the right knowledge at the right time.
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Reasons for being successful
business?
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Brand recognition
Industry-driven vision
Patterns and breakthroughs
Customer Royalty and its reach
Innovation business ideas
Anticipated future products
Past achievements
Groundbreaking strategies
Coke/Coca Cola 2.
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Walmart
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Microsoft/Intel
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eBay
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Yahoo
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AOL
Citibank
These companies are driven by and
valued for their knowledge not their
Pfizer
assets.
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Barriers to KMS
1. No recognition and reward for sharing knowledge
2. People are competitive & believe that knowledge increases
their power
3. No vehicle for storing & categorizing knowledge, or the
existing vehicle is difficult to use
4. They don’t know anyone who would be interested in what
they want
5. They don’t share knowledge because they are not aware of
what they know.
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Old/New Economy
• Old Economy :
• ตัววัดความสาเร็จใช้การเงิใ Financial เป็ ใหลัก
(Tangible Asset)
• มูลค่าแห่งบัญชี (Finance value)
• New Economy :
• ตัววัดความสาเร็จไม่ได้ใช้การเงิใ เป็ ใ Non-Financial เป็ ใหลัก
• ตัววัดจะใช้ Shareholder wealth การสร้างมูลค่าเพินมให้อืงค์กร
• ความสาคัญขอืงทรัพย์สิใหร่ อืทุนที่จับต้ องไม่ ได้
(Intellectual Capital, Intangible Asset)
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Tangible/Intangible Asset
• Tangible Asset
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• Intangible Asset
Land
Building
Facilities
Inventory
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Leadership
Knowledge
Relationship
Brand
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Tangible/Intangible Asset
• To win old economy of tangible assets such as entity,
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people and money were main management themes.
To win in new economy : Maximize intangible assets
which were not shown on the balance sheet is a key
success.
• Customer relationship : ความจงรักภักดี สาใสายใยลูกค้า
• Brand image (Top 10) : ความพอืใจ เต็มใจ ขอืงผูซ้ ้่อื
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Case studies : Group Discussion (16)
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Drivers
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Knowledge Centric drivers
Technology drivers
Structural drivers
Process focused drivers
Economic drivers
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Problem symptoms
 Threat and KM Solutions
 Notes and Exemplars
Table 2-1 Amrit Tiwana p.19-29
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Assignment 1
???
State problems in your organization.
 What need to be done for a better
organization in term of using and
sharing knowledge.
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• business process
• technology / infrastructure
• culture/ people
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Summary
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Physical assets : production-oriented and
technologies = lose value as they are
used.
Knowledge increases in value.
KM helps avoid unnecessary work
duplication, and repeated mistakes.
KM can save your company from
“knowledge walkout”.
KM can make your company a proactive
anticipator. “We must become the change
we want to be”.
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A journey of a thousand miles
must begin with a single step.