知识管理概念与案例.ppt

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1、Knowledge Management:Knowledge Management:Concepts and CasesConcepts and CasesStephen Ruth,George Mason Stephen Ruth,George Mason UniversityUniversityFirst Lecture:Why KM Makes a First Lecture:Why KM Makes a Difference in an OrganizationDifference in an OrganizationLeveraging Technology Series(ICASI

2、T)Electronic Commerce(GMU,World Bank)IT in the European UnionIT and Organizational LearningHuman Engineering in IT DesignIT for Competitive AdvantageIT and Executive Information SystemsLeveraging Technology Series(Continued)IT and Expert Systems Use Leveraging MultimediaTeaming in CyberspaceVirginia

3、s NetpreneursCybercorpKnowledge ManagementPossessing IT vs.Leveraging ITMost metrics are about possessionPossession is static;leveraging is dynamicPossession alone does not add valueLeveraging is a strategic issue;possession is operationalOutline of This PresentationKM scope,definitions,brief histor

4、yLeveraging KM-examplesAcquiring knowledge,KM marketsKey ideas:Leonard-Barton,Davenport,Prusak,Koulopoulis,Nonaka,StewartOutline of This PresentationCharacteristics of successful knowledge organizationsFive step approach to KMThe futureBHAGs Big,Hairy,Audacious GoalsGoodyear($13 billion to$23 Billio

5、n in 5 years)Times Mirror-increase LA Times circulation by 500,000,a 50%jumpP&G Increase company size by 100%in ten yearsMore BHAGsGE-be#1 or#2 in every market they serveBristol Myers-Double sales and earnings in seven yearsCampbell Soup-be seen as a peer of Coca Cola and GilletteDefinition of Knowl

6、edge “Knowledge is a fluid mix of framed experience,contextual information,and expert insights that provides a framework for evaluating and incorporating new experiences and information.It originates and is applied in the minds of knowers.In the organization,Definition of Knowledge it often becomes

7、embodied not only in documents or repositories but also in organizational routines,processes,practices,and norms”(Working Knowledge,p.5)What Is So Special about KM?Seems to be far more than a fadComparisons:ES,MM,BPR,CASEMany large companies and organizations are embracing KMWhat Is So Special about

8、 KM?Already a vast body of practiceHas huge potential for ROICEOs often the leaders(not the CIOs)KM:A Significant New IT ApproachWhy needed?Information overload but knowledge famineExtracting information is easy-but knowledge is scarce and often hidden KM:A Significant New IT ApproachCore competency

9、 is based on knowledgeKnowledge,not information,is the edgeWho Uses KM Now?AT&T,Dell Computer,CSC,AMS,IRS,World Bank,NYNEX,American Airlines,IBM,Xerox,EDS,Hallmark,GE,HP,Nations Bank,Polaroid,PacBell,Microsoft,thousands more.Who Uses KM Now?At least two hundred of the Fortune 500 with a new title-CK

10、O or CLO or Director,Knowledge Initiatives(Very)Brief HistoryLong tradition of valuing knowledge:Moses;Alexander,Caesar,Napoleon,Drucker,Toeffler,etc.Knowledge creation-Nonakas studies of Matsushita,Honda,Mazda-later GE(Very)Brief HistoryLeonard-Bartons manufacturing studiesStewarts emphasis on Inte

11、llectual CapitalDavenport and Prusak-practice orientationScope of KM InformationAt least one hundred books;dozens of case studiesA half dozen journalsScope of KM InformationHundreds of articles,including in HBR and SMRAbout a symposium per weekScores of dedicated web sites(see especially http:/icasi

12、t.org/km/index3.htm)The SpectrumDataInformationKnowledgeWisdomThe SpectrumInsightResolveActionKnowledge QuestionsWhere is knowledge?In the mind of the knowerWhat is knowledge?Framed experience,conceptual information,insightsExpertise?Experience-based insightsIntuition?Compressed expertiseKnowledge C

13、haracteristics(V.Alee)Messy and self organizingTravels on language and through contactDifficult to codifyDifficult to regulateSeeks communityA social processSample Knowledge AreasCustomersProcessesRules of thumbHistoryKnow-howSkills and experiencesSamples of Knowledge-Data that Makes a DifferenceChr

14、yslers Engineering Books of Knowledge(automobile platform teams)Andersen Knowledge Xchange(too much knowledge-became data)Samples of Knowledge-Data that Makes a DifferenceArmys CALL and AAR3M-knowledge company;IBM industry solution units;Steelcase sells knowledge;Xerox-sells solutionsSome Success St

15、ories Hoffman Laroche-reform of FDA submission process:$1 million per dayFive New York medical centers-observed others procedures:24%drop in death rate for bypass operationsHP on call help desk-”Case-based reasoning”reduced call time by 70%More Success StoriesChevron-Energy-use network-savings:$650

16、millionTI-Improved wafer fabrication yield-$1.5 billionMore Success StoriesSkandia-90%reduction of time to marketNEC-replacing robots with peopleBP virtual teamwork-North Sea exampleBPs Virtual Teamwork ProgramNot part of IT groupHardware/software:desktop conferencing,multimedia,email,app sharing,sh

17、ared whiteboards,videoclip recording tools,groupware,web browserBPs Virtual Teamwork ProgramFour successes-the failure was group that wanted to exchange only dataMobile drilling ship problem$500,000 saved through KMKnowledge Markets Markets have social/political dimensionsMobil-bragging discouraged-

18、affects KMHP in Australia-”mateship”Knowledge Markets Buyers-people who find no easy answer to complex problem(20%of managers time spent in knowledge search)Sellers-knowers,piece workers(salaried purchased)-beware of“hoarders”Knowledge Markets(Contd)Brokers:Librarians,boundary spanners,chatters,goss

19、ipsPricing system:cash,status,entitlementsKnowledge Markets(Contd)Three key pricing mechanisms:reciprocity(“favor bank”),repute,altruismOther market factors:trust(visible,ubiquitous,from the top),informal markets,communities of practiceKnowledge Markets (Contd)Problems of knowledge markets(inefficie

20、ncies)-not like yellow pagesIncompleteness of information(prices,brokers,payoffs)Knowledge Markets (Contd)Asymmetry of knowledge(scarcity)Localness of knowledge(distance problem)Javelin Case-a failure because of pricing policy,trust and localness of knowledgeGenerating Knowledge Acquisition-BPs“thie

21、f of the year”;IBM bought Lotus($3.5 billion-14 times book value);AT&T buys NCR;EL Products buys GrimesRental-business-university consortia;consultantsDedicated resources-Motorola,Merc and McDonalds universities,Xeroxs PARCGenerating Knowledge(Contd)Fusion-creative abrasion-”innovation occurs at the

22、 boundaries between mind sets”(Leonard-Barton)Adaptation-DEC and Wang;WalMart and Sears;universities;McDonnells perspective:success is dangerousProblems with KM(Davenport)Greshams Law-data drives out knowledgeMost summary data(scanner,customer,transactions,demographics)never gets usedDeprivation of

23、enablers-space,time reciprocity(drug company example)Withholding of social capitalEnemies of Success(Prusak)Going outside what knower knowsKnowledge is not truthNo after-action reviewsNeed for“perfect information”Measuring yesterday instead of understanding tomorrowTechnology as a hammerThe Essence

24、of KM(Prusak)Anticipated reciprocityPerceived equitySocial capitalConnection,not captureCommunities of practiceKM and Competency Wellsprings of Knowledge-D.Leonard-BartonWellspring-source of a stream,can sustain or,when polluted,deny growthTheme-technology decisions can build knowledgeKM and Compete

25、ncy Wellsprings of Knowledge-D.Leonard-BartonCore technological capabilities-the competitive advantageAlso:supplemental and enabling capabilities-dont differentiateKey example-Chaparral SteelTypes of Skill and Knowledge“A-shaped or“T-shaped”Public or scientificIndustry specificFirm specificValues an

26、d normsCore RigiditiesCore capability can become core rigidityInsularityOvershooting the target(working harder)Power of the pastInability to innovate with new ITCore RigiditiesLimited experimentationScreening out external knowledgeCreative AbrasionTrap of mindsetGetting different mindsets to collide

27、Abrasion can be good-but friction must be creativeManaging religious wars-”herbs in the dish”Prototypes become the media francaCorporate Instinct(Koulopoulis et al)Is CI about survival or leveraging,or core competencies,competing increasing market share or creating knowledge?Ans:allRule 1:Survive ba

28、sed on Core Competency,not core products(Xerox,etc.)Corporate Instinct(Koulopoulis et al)Rule 2:Constantly compete with the currently best ideas to develop new onesRule 3:Value new knowledge over corporate structure and standardsMyths(K)Corporate memory-may eclipse individual wisdomDecentralized dec

29、ision makingTeamsThe Knowledge Chain(K)Internal AwarenessInternal ResponsivenessExternal AwarenessExternal ResponsivenessLeveraging KM(K)Learning to forgetKnowledge capture(Obstacles:mobility,half life,threat to specialists)Knowledge inventoryAttitudes of Instinct(K)React before you assimilateShare-

30、dont impose-knowledgeBecome a knowing enterpriseCreate process assetsAttitudes of Instinct(K)Make instinct transparentOrganize without structureDecephalize decision makingIncrease velocity and return on timeDynamic Stability Sharing Knowledge(“sharp end”of instinct)Rogue collaborationIntelligent aut

31、onomy(King Canute?)-old and new paradigmsUnleash individual instinct(Fulkerson)Traits of“Smart”Companies(D.Lee)Communicate compelling big pictureProvide grist for the“Idea Mill”Employees given control over their jobsTraits of“Smart”Companies(D.Lee)Environment that fosters trustManagers rewarded for

32、coaching,not for having answersCapturing and sharing knowledge is fun Traits(Continued)Rewards for sharing and using knowledgeCommunicate the importance of knowledge sharingFocus on people,not technology(1/3 rule)Build in reflection and capture timeCreate positive emotional climateStructure of KM Im

33、plementation(Teltech)Phase 1 Explore possibilitiesWhat is KM?How can it be applied to our company?Structure of KM Implementation(Teltech)Establish cross-functional teamsReview case studiesAttend conferencesConsult experts,benchmark,brainstormPhase 2 Develop KM StrategyAssess business needs,personnel

34、 strengths,potential benefits,ROI,ROT,ROEEnd user needsKM vs.business objectivesPhase 2 Develop KM StrategyInvolvement of stakeholdersIdentify specific KM deliverablesGrass roots supportPhase 3 Part 1 Design the KM SolutionStrategy leads to structureIdentify solution componentsIdentify content,IT to

35、olsKM modelKM processTry to be“right the first time”Phase 3 Part 2 Develop the KM Technology InfrastructureAcquire,test and deploy IT toolsRapid prototypeScheduling and managing(no overruns?)Integrate solution componentsTest with real users,not proponentsTest againPhase 3 Part 3 Structure and Integr

36、ate the ContentContent managementPush vs.pullOngoing plan to increase value of contentPhase 3 Part 3 Structure and Integrate the ContentOngoing plan to increase scope of contentOngoing plan to increase relevance of contentPhase 4-Implement with Target CommunityIs it working?How do we sustain the sta

37、rt?Quick wins and reinforcementMore user trainingReward and recognition plansBuild internal and external awarenessPhase 5 Monitor and AdjustTrack ROI,ROT,ROEDevelop solution enhancement plansExamine long term effectsMeasure the K tanks and the I tanks for spillage and overflowThe FutureValuing knowledge on the balance sheetGreater rewards for leveraging knowledgeSignificant reduction in restrictions on knowledge workersThe FutureKM closely linked with virtual organizationsNew paradigm:land,labor capital,knowledge