Transcript Collaborative Climate Index

Knowledge Management – Key
Challenge for Government
Creating Value from Knowledge
- Lessons Learned
BACKGROUND


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Need for better knowledge management within
the public sector has been acknowledged as a
central strategic commitment.
Government has a poor track record in
knowledge management .
Growing recognition that in a changing public
sector, learning and knowledge are possibly the
most crucial variables in addressing these
challenges.
Internal
challenges:
Corruption,
Ineffective
Poor
and inefficient use of state resources,
development practice,
policies
that are poorly understood and
implemented,
Services
External
Urgent
standards
challenges
service delivery in areas such as education,
healthcare, housing, social grants, and other social
services
KEY FINDINGS
Lack
of common conceptual understanding of knowledge
management
Recognised
the need for knowledge management
There
are a number of KM initiatives in government.
There
are no specific metrics or a measurement framework
No
formal KM architecture in place.
Knowledge is:
Both
”KnowThat” and ”KnowHow”
Facts and Action
“Talking is not doing”.
Gogo
Levels of Capacities to Act
Wise
(Human)
Expert
(Peer-recognised
Competence. ”Master”)
Competent
(Able + Achieve Results)
Able
(to do something)
The Learning Pyramid
5%
Lecture
Activity and
average retention rate
10%
Reading
20%
Audio Visual
30%
Demonstration
75%
Practice by doing
90%
Teach others / immediate use of learning
Source: National Training Laboratories, Bethel, Maine
Two dimensions of knowledge in
organizations
TACIT KNOWLEDGE
rooted in action,
experience, and involvement
in a specific context
Cognitive
Individual's
mental models
consisting of
mental maps,
beliefs,
paradigms, and
viewpoints
Technical
Concrete
know-how,
crafts,
and skills that
apply to a
specific context
EXPLICIT KNOWLEDGE
articulated, codified,
and communicated in symbolic form
and/or natural language
There is a body of opinion that
true knowledge is only tacit: as
soon as it is codified or structured
and stored it becomes
information.
Knowledge sharing
processes
Continuous process of transformation from one form to another.
Internalisation
Socialisation
Combination
Externalisation
Transformations between tacit and explicit
knowledge
TACIT
to
•Socialisation
TACIT
from
•Sympathised knowledge
Connected with theories of group
processes and organisational culture
EXPLICIT
•Externalisation
•Conceptual Knowledge
Process of sharing experiences
Driven by metaphors, analogy,
concepts, hypothesis and models
Shared mental models and technical
skills
Triggered by dialogue or collective
reflection
Examples: apprenticeship, on-the-job
training, communities of practice
Holds the key to knowledge creation
Examples: abductive reasoning, new
product development
•Internalisation
•Combination
• Operational Knowledge
•Systemic Knowledge
EXPLICIT
Embodying explicit knowledge into
tacit knowledge
Systemising concepts into
knowledge systems
"Learning by doing"
Combining different bodies of explicit
knowledge through documents,
meetings, internet
Through documents, manuals, or oral
stories
Example: Project management,
Example: Prototype, formal
education and training
Where
moneyValue
spent onPotential
KM? – Ranking
KM is–most
Highest
1.
5
4
2.
3
3.
2
4.
1
5.
Align KM with business strategy – a
knowledge-based strategy
Improve climate for knowledge creation
and sharing – Collaborative Climate.
Improve knowledge sharing with
customers.
Invest in Internet-based communication
Build organisation for content
management (On-line library, databases)
KM: the Art of Creating Value from Intangible Assets
Myths and Reality about Knowledge Management
• It’s the same thing as
learning
• It’s a simple add-on
to business as usual
• It’s capturing
knowledge kept in the
heads of people
• It’s a function to be
delegated to HR or IT
• It’s a matter of
investing in IT
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Learning is a means to an end – KM
must have a business focus
KM requires deep rooted behavioural
and strategic change
KM concerns how to create
environments for people to create,
leverage and share knowledge
KM requires top management
involvement; it is a fundamental shift in
strategic perspective.
IT is a tool for information exchange, but
IT investments yield low value.
Improving Knowledge Flows:
Two Infrastructures
Know-What
Information, facts
IT networks
Cable width
Bits per second
Know-How
People networks
Collaborative Climate
Trust
Knowledge-Based
of the Firm
TheA Ten
KnowledgeView
Strategy
Issues
3. Learn from customers,
suppliers and other
stakeholders.
•Betz Labs – participates in
customer quality teams
•McKinsey – manages
Alumnae actively
6. Help our customers’ conversation with their customers.
•B-K – organises seminars by
authors
•Lovisenberg Hospital; fear
reduction – ex-patients meet
new patients
7. Use knowledge from
customers and suppliers to
add value to our systems,
processes and products.
•Frito-Lay – adds competitive
intelligence to commodities
•Ritz Carlton – shares patron
data for superior service
8. Help customers and suppliers
access knowledge via our
systems, tools & processes.
•E&Y – Ernie
•GE – Sharing BI and market data
w. customers
2. Transfer knowledge to
customers, suppliers and
other stakeholders.
•McKinsey shares concepts
w. clients
•GE – shares “Black Belt
experts” best practice w.
customers
Customers
Knowledge
Workers
V
Support staff,
systems &
processes
10. Strategic Purpose: How can
the value creation capacity of the
whole be maximised?
1. Improve the transfer of
knowledge between Experts
in our organisation.
•BP – Communities of
Practice
•Prof.services –
Master/Apprentices
4. Convert individually held
knowledge to systems, tools
and templates.
•Databases, Document
handling, etc
•All types of software
5. Improve individuals’
knowledge by using
systems, tools and
templates.
•IKEA – business
simulations
•NASA – flight simulators
9. Integrate systems, tools &
processes and products
effectively internally.
•PwC – KnowledgeCurve
•Motorola – uses KM to break
silos
Purpose of a Knowledge-based Strategy
Customers
Knowledge
workers
V
Support staff,
IT systems &
processes
 Maximise the capacity of the whole System to create value, by enhancing
the knowledge flows between customers, individuals and processes.
What were the gains?
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Patent management – Dow Chemical ~$25M ->$100M
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Sharing Technical expertise and Best Practice
• Chevron – ”millions of dollars
• Xerox – 5000 ideas for improvement
• BP – “millions of dollars”
• Shell - $5 millions in 5 months
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Increased innovation –
• Buckman Labs, 40% increase in new product launches.
• Pillsbury 67% success rate in new product launches after
KM introduction.
• MTN – 15 service ideas from customers via Call centre in
one week
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PR-gain – Skandia Intellectual Capital Statement ~$1 Bn in MV
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Expert turnover reduced by 70% - Affärsvärlden
Framework for KM Support
Artifact
Locus of
Knowledge
2
Yellow Pages of Experts
Document Repository
Datawarehousing
3
Unstructured
Level of A
Priori Structure
Structured
1
Individual
Expertise Profiles and
Databases
4
Collaborative Filtering
Electronic Discussion Forums
Intranets and Search Engines
Some Trends in Knowledge Intensive Firms

1st wave: Focus on knowledge worker efficiency
(reduce costs):
• ‘Toolification’ of tacit knowledge
• Internet for storing information
• Optimisation of office space
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2nd wave: Focus on knowledge worker effectiveness
(increase revenues)
•
•
•
•
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Technology: Internet-based Collaboration technologies
Communities of Practice
Optimisation of social space (eg. Collaborative Climate)
New organisational forms
Continuous: Focus on Superior Client Service
• Technology; CRM, Internet
• Personal; Account organisation
IMPLEMENTATION FRAMEWORK
Tell me, I'll forget.
Show me, I may remember.
But involve me and I'll understand.
Lao Tzu ~600 BC