THE NEW KNOWLEDGE MANAGEMENT Recent findings about the practices of knowledge management

ABSTRACT

La gestione della conoscenza è uno dei temi caldi di business digitale nel 2016, e svolge un ruolo sempre più critico nella società.

Assicurare la Conoscenza e l'ottimizzazione dei processi sono quindi in cima alla lista dei desideri e delle agende di molte aziende.

La mia nuova presentazione include modelli e linee guida per l'attuazione delle pratiche e degli strumenti più importanti per la gestione della conoscenza professionale.

AGENDA

EXPLANATION

KNOWLEDGE TYPES

SECI MODEL

KNOWLEDGE ADMINISTRATION

KNOWLEDGE IDENTIFICATION

KNOWLEDGE ACQUISITION

KNOWLEDGE DEVELOPMENT

KNOWLEDGE STORAGE

KNOWLEDGE ASSESSMENT

TOOLS

KNOWLEDGE TRANSFER

COLLABORATION

MEASUREMENT

EXPLANATION KNOWLEDGE MANAGEMENT

COMMUNITY

Social change for the knowledge community requires new action in companies.

COMPANIES

Every company has different circumstances, therefore each must establish their own way to deal with change.

ACTION

The planning and implementation of these actions can be summed up as knowledge management.

KNOWLEDGE PROCESSES

This includes gathering all strategic and operational management tasks to control knowledge processes within the company in the best possible way.

KNOWLEDGE MANAGEMENT

Development towards a Knowledge-Based Community

6

COST

TIME

QUALITY

Without systematic knowledge management

With systematic knowledge management

Systematic Success

KNOWLEDGE MANAGEMENT

KNOWLEDGE MANAGEMENT

Benefits of Knowledge

IMPROVEMENT

in collaboration by preparing existing and required knowledge

FACILITATION

by reducing the integration of new employees

IMPROVEMENT

by recognizing the needs in regards to required expertise

GAIN

more from new ideas and innovations over time

EXPENSE REDUCTION

with knowledge research

MINIMIZING

the risks by identifying the critical areas of knowledge

INCREASE

in the productivity resulting from reducing time and cost

PREPARATION

in using existing knowledge

8

KNOWLEDGE MANAGEMENT

Success Factors

1 Promoting support and committment from senior management

2 Integrating the mission statement and willing to invest

3 Centrally coordinating knowledge management

4 Implementing concrete applications

5 Implementing distinct and visible actions

9

KNOWLEDGE MANAGEMENT

Application Errors from Knowledge Use

1 Employees are highly trained, but can not apply their knowledge.

2 One learns a lot within projects, but the knowledge gained is not passed on to others.

3 There are many experts, but the staff does not know who they are or where to find them.

4 Everything is well documented, but there is no structure in place to retrieve the information.

5 The best is always made, but this status will change after a few years due to competitive companies.

KNOWLEDGE TYPES EXPLANATION

10

KNOWLEDGE TYPES

Explicit and Implicit

EXPLICIT KNOWLEDGE IS DOCUMENTED KNOWLEDGE THAT IS

EASY FOR OTHERS TO GRASP.

IMPLICIT KNOWLEDGE EXISTS IN THE EMPLOYEES‘ MINDS AND IS

THEREFORE DIFFICULT FOR OTHERS TO GRASP.

WORK INSTRUCTIONS, DOCUMENTED PROCESSES,

REPORTS, DRAWINGS…

EMPLOYEE EXPERIENCE,

ROUTINES, AND SKILLS.

11

12

KNOWLEDGE TYPES

Companies and Employees

ORGANIZATION PEOPLE

GENERAL EXPERTISE

Knowledge

EXPLICIT KNOWLEDGE

Well-articulated; inclusive with knowledge holders

ORGANIZATIONAL KNOWLEDGE

Knowledge of the organization

IMPLICIT KNOWLEDGE

Indirectly articulated; exclusively from knowledge holders

INDIVIDUAL KNOWLEDGE

Knowledge of the organization‘s members

PRACTICAL KNOWLEDGE

Know-how

Knowledge Types

KNOWLEDGE TYPES

In Companies

EXTERNAL KNOWLEDGE Knowledge outside the company that is

freely available

INTERNAL KNOWLEDGE Knowledge within the company

STRATEGIC KNOWLEDGE Strategies, longterm goals

OPERATIONAL KNOWLEDGE Knowledge about executing tasks

14

KNOWLEDGE FOMRS

Knowledge development

DRAWING

DATA

INFORMATION

KNOWLEDGE

SKILLS

ACTION

EXPERTISE

COMPETITIVENESS

+ uniqueness

+ proper action

+ willingness

+ application reference

+ context

+ meaning

+ syntax

SECI MODEL EXPLANATION

15

16

New knowledge is internalized. It exists as implicit knowledge and can be passed on to others by socialization.

Knowledge is acquired implicitly in operational collaboration.

SECI MODEL

Definition

Implicit knowledge is obtained, documented and then converted

into explicit knowledge.

The newly created explicit knowledge is combined with

existing explicit knowledge.

SOCIALI-ZATION EXTERNALI-

ZATION

INTERNALI-ZATION

COMBI-NATION

EXPLICIT KNOWLEDGE

IMP

LIC

IT K

NO

WLE

DG

E

IMPLICIT KNOWLEDGE

EXP

LICIT K

NO

WLED

GE

17

Definition

SOCIALIZATION

e.g. meeting

EXTERNALIZATION

e.g. minute log

INTERNALIZATION

e.g. internalizing the log

COMBINATION

e.g. collecting the log for the server

From explicit… … by explicit

Fro

m im

plic

it…

…

by

imp

licit

…by implicit From implicit…

… b

y explicit

From

explicit…

SECI MODEL

KNOWLEDGE ADMINISTRATION KNOWLEDGE MANAGEMENT

18

Knowledge is power. Knowledge shared is power multiplied.

Robert Noyce (American Head of State and businessman)

19

KNOWLEDGE GOALS

Three Target Levels

NORMATIVE KNOWLEDGE GOAL

Corporately political and cultural aspects

STRATEGIC KNOWLEDGE GOAL

Processes for implementing the vision and determining the future portfolio

OPERATIONAL KNOWLEDGE GOAL

Strategically ensuring actual implementation in everyday business

KNOWLEDGE IDENTIFICATION

Introduction

Knowledge-based fields on the main business

processes of a company are defined.

By comparing the defined knowledge to its

target points, action can be inferred.

Existing internal and external knowledge, as well as any lack there of and all

associated knowledge holders can be identified.

21

KNOWLEDGE IDENTIFICATION Criteria for Knowledge Fields

BASIC KNOWLEDGE

SPECIAL KNOWLEDGE

CRITICAL KNOWLEDGE

FUTURE KNOWLEDGE

GOOD TO KNOW

KNOWLEDGE IDENTIFICATION

Knowledge of the Employees

Education, Ability, Potential

Special Knowledge

Manage- ment Knowledge

Product and Product

Knowledge

GENERAL KNOWLEDGE ABOUT THE

ORGANIZATION

24

KNOWLEDGE IDENTIFICATION

Knowledge of the Company

MEMORY

KNOWLEDGE FORM

EXPERT INTRANET DATABASE

Process Knowledge

Product Knowledge

Presentation Technology

KNOWLEDGE GAP

These gaps found during knowledge identification can be filled by knowledge acquisition.

NEW KNOWLEDGE

This is the beginning of new knowledge for the company-not the development of it.

EXISITING KNOWLEDGE

This knowledge should exist across all sectors and be extensively tested. Existing knowledge often makes knowledge acquisition unnecessary.

ACQUISITION

New knowledge can be acquired in various ways, however requires strategic procurement.

KNOWLEDGE ACQUISITION

Introduction

KNOWLEDGE DEVELOPMENT

Dreyfus Model for Skill Acquisition

NOVICE

Strict obedience to rules, no experience, little

situational perception, no discretionary judgement

COMPETENT

Still limited with situational perception,

knows the aspect guidelines and treats all attributes and aspects separately yet equally

PROFICIENT

Sets priorities, actions are seen partly in longer-term goals, deliberate planning, standardized procedures

EXPERT

Perceives deviations from the normal pattern, makes

decisions more easily, assesses situations as part

of the „big picture“

MASTER

Has a wealth of experience, creative

solutions and visions, great intuition, breaks the rules when needed, uses

analytic approaches sparingly, makes good decisions quickly yet

professionally

27

Knowledge development is a complementary part of knowledge acquisition.

The focus is on developing new ideas and skills stressing great importance on innovation.

Then it comes to expanding existing knowledge internally or transferring internal knowledge externally

KNOWLEDGE DEVELOPMENT

Introduction

27

KNOWLEDGE STORAGE

Introduction

DOCUMENTATION

Knowledge storage means that process knowledge, application experience, successful solutions, etc. are documented.

LOSS OF KNOWLEDGE

Often knowledge is not sufficiently documented or shared and is irretrievably lost.

KNOWLEDGE STORAGE

Important Aspects

Knowledge storage can be ensured meaning knowledge from knowledge holders is decoupled and implicit knowledge is converted into explicit knowledge.

Professionals with high expertise can bind the organization with incentive systems and exit barriers.

Criteria should be worked out with the IT department, so knowledge can be effectively and easily accessible in any documented form and stored.

DECOUPLING

BINDING

ACCESS

KNOWLEDGE ASSESSMENT

Introduction

MEASUREMENT

The goal is based on calculating the value of intellectual capital, the success of set knowledge objectives and their implementation.

ASSESSMENT

This allows assessment of the objectives and knowledge actions which then form a basis for adapting systematically.

KNOWLEDGE ASSESSMENT

Overview

MOTIVATION

VISION

MISSION

KNOWLEDGE GOALS

STRATEGY

EMPLOYEES

INVOLVED PARTIES

PROCESSES

RESULTS

FINANCIALLY

INTANGIBLE

KNOWLEDGE

VALUE CREATION VALUE

Human resources

Structural resources

Relationship resources

Human capital

Structural capital

Relationship capital

ASSETS LIABILITIES

Market

Knowledge market

KNOWLEDGE ASSESSMENT

An intellectual capital report is a tool for displaying and developing the intellectual capital of a company.

It shows the relationships among organizational objectives, business processes, intellectual capital and the success of an organization.

Intellectual Capital Report

The Intellectual Capital Report gives an account of the successful change of knowledge and accomplished business success that took place.

32

KNOWLEDGE ASSESSMENT

Assessment of Intellectual Capital

BALANCE SHEET

PHYSICAL CAPITAL

Assets Liabilities

A. Fixed

I. Intangible*

II. Tangible

III. Financial

B. Current

I. Stocks

II. Receivables and others

III. Securities

IV. Checks, cash on hand, bank balances

C. Deferred

I. Equity

I. Subscribed capital

II. Capital reserves

III. Revenue reserves

IV. Profit/ loss

V. Annual surplus/ loss

II. Provision

III. Debt

IV. Deferred

INTELLECTUAL CAPITAL

Human Capital Structural Capital

• Skills

• Social skills

• Employee motivation

• Leadership skills

• Cooperation and knowledge transfer

• Management tools

• IT and explicit knowledge

• Product innovation

• Process and method innovation

• Corporate culture

Relationship Capital

• Customers

• Suppliers| Banks

• Partner | Associations| Research institutes

• Investors

• Public relations

34

IMPLEMENTATION

Knowledge Use

APPLICATION

Using knowledge productively means converting it into action. The main task is ensuring that the knowledge

is actually applied.

REWARD

This user-friendly availability of knowledge is crucial, so that it is

worthwhile for the employee to apply the knowledge in the first place.

KNOWLEDGE CULTURE

It is necessary to foresee organizational and cultural conditions in order to

achieve a high level of acceptance in knowledge application.

IMPLEMENTATION

The Knowledge Management Cycle

KNOWLEDGE GOALS

KNOWLEDGE ADVICE

KNOWLEDGE STORAGE

KNOWLEDGE IDENTIFICATION

KNOWLEDGE ACQUISITION

KNOWLEDGE DEVELOPMENT

KNOWLEDGE USE

KNOWLEDGE DISTRIBUTION

STRATEGIC LEVEL

OPERATIONAL LEVEL

Business process Knowledge domains

Knowledge available

Knowledge demands

Feedback

1

2

4 5

7

8

3 6

IMPLEMENTATION

Expenses in the Project Process

LEVEL OF ACTIVITY

TIME

Product launching

Knowledge goals

identification

Project planning

Knowledge acquisition

Knowledge development

Project implementation

Knowledge distribution

Knowledge use

Project completion

Knowledge storage

Project management

Knowledge assessment

TOOLS KNOWLEDGE MANAGEMENT

37

38

We’re drowning in information and starving for knowledge. Rutherford D. Rogers (American Librarian)

TOOLS

Tools for Knowledge Management

While examining the knowledge processes and identifying potential for improvement, tools must be chosen to administer company knowledge.

The tools should be introduced gradually so they do not overwhelm the staff. They also shouldn’t be too extensive.

It is best to start with solutions that promise quick success and demonstrate the benefits of knowledge management.

ADMINISTRATION

EXTENT

SUCCESS

TOOLS

Application Example

Meetings, workshops, symposiums, dialogues

Knowledge tandems

Informal exchanges such as lunch or coffee bars

Best Practice Sharing: exchanging, publication, excursion

Lessons Learned

Story Telling

Knowledge maps, Yellow Pages

HUMAN

Document Management Systems Content Management Systems

Group software (cooperation und communication)

E-Learning platforms

Command and information systems

Digital knowledge maps

Social software (Wikipedia etc.)

Portals

Knowledge management systems

TECHNOLOGY

Responsibilities, providing resources for knowledge management

Job rotation

Methods for knowledge planning such as a work process analysis

Integrating customer knowledge

Communities of practice

Methods for knowledge assessment: intellectual capital report

Rules for an open culture of knowledge sharing

ORGANIZATION

KNOWLEDGE SOURCES TOOLS

41

42

The purchase of external knowledge helps to increase internal quality and achieve business goals.

It is important to check whether the expected performance is well received and whether an outflow of personal knowledge was not greater than the benefits yielded.

EXTERNAL KNOWLEDGE ACQUISITION

Introduction and Possible Sources

ADVISOR Hiring consultants to assist with projects

COOPERATION Collaborating with customers, universities or other companies

FURTHER TRAINING

Introduction

Employees’ training and knowledge distribution can be achieved with all the possibilities of further internal and external training.

INTERNAL AND EXTERNAL E-LEARNING BLENDED LEARNING

In addition to traditional classroom training, technologies such as webinars and other forms of e-learning can be used.

Blended Learning is the way of combining different forms of learning and using the benefits from all sectors.

KNOWLEDGE DATABASE

Schematic Representation

EXPERTS

EXPERTS

EXPERTS

EXPERTS

KNOWLEDGE DATABASE

Knowledge questions and supply

Knowledge questions and supply

Local Knowledge

Local Knowledge

Local Knowledge

Local Knowledge

KNOWLEDGE TRANSFER TOOLS

45

A good decision is based on knowledge and not on numbers. Plato (Ancient Greek Philosopher)

INCENTIVE SYSTEMS

Introduction

CAPITAL

Knowledge is conducive to the company and also represents an employee‘s capital. Therefore it must be worthwhile to share.

MOTIVATION

With the help of tangible and intangible incentives, motivation is

created to share and store knowledge with the company.

POLICY

This is the basis for successful knowledge management, at which

the employee will sign a „Knowledge Sharing Policy“.

INCENTIVE SYSTEMS

Reward Systems

INTANGIBLE TANGIBLE

RENUMERATION

DIRECT

e.g. nice colleague, supervisors, praise

INDIRECT

e.g. status, prestige

DIRECTLY EXPECTED

compensation package

INDIRECTLY EXPECTED

compensation package

UNEXPECTED

e.g. bonus

QUALITY DEPENDENT

e.g. high profit margins, customer satisfaction

-results-based-

PERFOMANCE-BASED

e.g. planned turnover achieved

-results-based-

IMMOVABLE

e.g. fixed monthly salary, customer service

- input-based-

49

JOB ROTATION

Benefits

DEPUTY

Work practices and new contacts (networks)

Updating and strengthening of knowledge

More confident

Can find work

MANAGEMENT

Competitiveness

Well-trained and motivated employees

Possibility of employee selection

Targeted collaboration with educational institutions and employment services

CORPORATION

Lifelong learning

Possibility of new jobs

Sustainability and learned regions

EDUCATIONAL INSTITUTIONS

Market knowledge

Targeted collaboration with companies

Exportable services

EMPLOYED

Updating and strengthening knowledge

Workplace safety

Variety instead of routine

Career prospects

JOB ROTATION

USABLE

For making existing knowledge easy to find and use, structured filing must be put in place.

EFFICIENT

A sensible document storage space is an effective method to facilitate the use of explicit knowledge.

CATEGORIZED

When categorizing, the structure should be adjustable and not binding. Then, the most efficient possible transfer of knowledge can take place.

CONSISTENT

After setting the rights, the existing structure must be able to be updated.

STRUCTURED FILING

Documentation

CREATIVE TECHNIQUES

Knowledge Transfer and Expansion with Creativity

BRAINSTORMING

Collection of ideas through spontaneous talk. The ideas

are collected and can be reviewed later.

OSBORN CHECKLIST

Exaggerated questions are used to find

new approaches. An example is „interchanging

cause and effect“.

635 METHOD

Six employees each write three ideas. After five minutes, the ideas get

passed to the right and is developed further.

MINDMAP

Ideas and priorities of one subject are

represented by a branched structure.

Here

Here Here Here

COLLABORATION TOOLS

52

53

An individual coaching promotes the perception of individual behavior patterns and begins the process of personal development in a professional environment. The goal is to increase the willingness to learn as well as idea development through the promotion of targeted new knowledge application.

COACHING

ANALYSIS

DECISION- MAKING

CHECK REALIZE

OBJECTIVES

PLAN

COACHING

54

Through the networks and joint operation, the transfer losses are minimized and methodical, professional and social skills are increased.

COMMUNITIES

Introduction

54

A group of people who are focused on a characteristic interest can help each other learn in synergy from communication and content with the help of knowledge.

This results in a strong knowledge transfer and high identity formation through joint solutions, in which the experience gained in everyday business can be used profitably.

55

COMMUNITIES

Diagram

KNOWLEDGE

KNOWLEDGE USE

KNOWLEDGE COMMUNICATION

KNOWLEDGE GENERATION

KNOWLEDGE PRESENTATION

KNOWLEDGE MANAGEMENT

ORGANIZATION

COMMUNITIES

GROUP INDIVIDUAL

INFORMATION ACTION

TECHNOLOGY HUMAN

OBJECTIVE

EVALUATION

PROBLEM/ SITUATION

COLLABORATIVE SOFTWARE

This software supports the collaboration of a group through temporal and spatial distances.

Benefits are, for example, consistent user interface, simple data exchange, decision support and file management systems.

Introduction

The aim is to increase work

efficiency through comprehensive and rapid circulation of

information

GROUP AND PROJECT WORK

Introduction

INFORMATION FLOW

Equal employee cooperation promotes the horizontal rather than the vertical

flow of information.

OVERALL

With information being exchanged across all departments, knowledge is

shared throughout the entire company.

KNOWLEDGE USE

Mutual support and different views promote innovation and knowledge

use.

QUALITY CIRCLES

Introduction

VOLUNTARY

In quality circles, a small group meets regularly and works out problems independently and voluntarily at their own workspace.

MOTIVATION

Since participation is voluntary, high intrinsic motivation exists to implement new ideas and exchange views on problems and errors.

VALUE CREATION

Composing the group should not be based on regions or products, but in the value creation chain of the company.

IMPLEMENTATION

The topics are chosen by the group, edited and then submitted to the decision-makers. The group then is responsible for implementing and monitoring.

SOLUTIONS

Employees are looking for even better solutions for everyday work. Some ideas are generating quality improvement and cost reduction.

QUALITY CIRCLE

Levels of Work Quality

SUBJECT AND CONTENT LEVEL

Formulating the problem

Describing the problem and determining the causes

Specifying what needs to be changed

Problem recognition

Problem relationships

Problem and cause analysis

Target determination

Designing a constructive working atmosphere

Clarifying different interests

Forming action plans

Implementing in practice

Reviewing actions

Realization planning

Realization

Monitoring

Turning those affected into participants

Developing alternative, creative solutions

Selecting the best actions and presenting to the customer

Creative ideas / finding a solution

Solution assessment and selection

Confidence building as a supervisor for creative work

Consensus building: dealing with majority and minority

I.

IV.

II.

III.

SYSTEMATIC PROBLEM-SOLVING METHODS

MONITORING INDIVIDUAL AND GROUP OPERATIONS

PROBLEM SOLUTION

SHOULD BE

Problem-solving

AS IS IS

NEWSLETTER

Introduction

THEMES

By request, employees are sent information on selected topics by

email.

PUSH / PULL

The recipient will receive regular information after registering, and can

get more by calling separately.

CREATION

First the topics are defined and the target audience is determined. Ideally,

the receiver can select topics.

DATABASE

Introduction

AREA-COUPLING

Although results are documented, there is usually no coupling among individual areas and information on projects are saved under different names without metadata.

EXPENSE REDUCTION

Through a coupled database, experts can be found from previous projects and duplicating effort, avoided. The metadata of all company projects are recorded in a database.

YELLOW PAGES

Since implicit knowledge can barely be stored, it is important to find the right contact. Yellow Pages represent the experts directory showing which employees in which areas have that knowledge.

In addition to a directory of internally available knowledge, contact databases are constructed, so that each employee has an overview of who collaborates with external partners and what experience has been gained.

Introduction

62

MEASUREMENT TOOLS

63

64

SKILLS MEASUREMENT

Introduction

THIS KNOWLEDGE CAN BE MEASURED AND VISUALIZED

WITH THE HELP OF KNOWLEDGE MAPS.

THE NECESSARY KNOWLEDGE FOR ACHIEVING BUSINESS

OBJECTIVES IS DETERMINED BY THE KNOWLEDGE OF ITS

EMPLOYEES.

BY DETERMINING THE ACTUAL STATE, THE EMPLOYEE

QUALIFICATIONS ARE PLANNED TO SCALE.