By: Jenny Enderby
and Chris Papin
What is Knowledge Management?
According to www.brint.com
KM is caters to the critical issues of organization adaptation, survival and competence in face of increasing discontinuous environmental change Essentially, it embodies organizational processes that seen synergistic combination of data and information processing capacity of information technologies, and the creative innovative capacity of human beings.
Refers to a set of information with which we have experience
Usually gained through work, school or other life experiences
Refers to the ability of an individual or group to lead and organize others in business to produce a desired outcome
The Knowledge Process
The Knowledge Production
Individual and Group Learning
Knowledge Claim Formulation and Evaluation
The Knowledge Process
Knowledge and Information Broadcasting
Searching and Reviewing
Put it all together
Knowledge production and integration compile together with non-electronic information as well as electronic information to for a database of knowledge that is the basis for KM.
Data Mining and Data Warehousing
Two tools that help turn information and data into useful knowledge
A database that stores larges amounts of historical business data
Another way: Warehousing brings your data together for analysis
The practice of extracting data from a warehouse in order to analyze patterns trends and relationships
Another way: Mining sorts through the data you collected and turns up interesting and useful connections
Why Use DM?
Firms identify patterns which generate valuable knowledge for the company
How Companies Use DM
Market Basket Analysis
Fraud Detection Example
How These Apply to KM
DM and DW can turn data into useful knowledge that can give companies a competitive advantage over their rivals
DM takes a proactive approach to selling products to customers rather than a reactive approach by predicting patterns, trends, and behaviors.
Why So Difficult
Implementation of KM programs
How to estimate the return on KM
How to store KM data
Techniques on utilization of the knowledge
Knowledge is Power
Incentive structures to share information
Resistance to Change
People are reluctant to change
56% of executives say changing people’ s behavior is the most difficult obstacle
Sharing knowledge is an unnatural act. You can’t just stand up and say, ‘Thou shalt share knowledge’ îit won’t work.
HUBERT SAINT-ONGE, PRINCIPAL, SAINTONGE ALLIANCE
Returns on KM
KPMG invests $40 million
Quality knowledge is the goal
Data separates you from the competition
How to Store New Data
New techniques to gather, store, process and distribute this kind of knowledge
It isn’ t contained in typical rows or columns
How do we store the human element?
Utilization of the Knowledge
Problems with change
Dept. of Defense and post combat data
Management must encourage change
94% of business executives believe that it would be possible, through more deliberate management, to leverage the knowledge existing in [their organization] to a higher degree
71% believe embedding knowledge in process, products, and/or services
Why not in the people making these processes, products and/or services?
Implementation Case Study
E&Y implements a knowledge management system in an effort to reach $1 billion in revenues by 1997.
Process called Future State 97 or FS97.
A major focus was to capture knowledge
Elected a Chief Knowledge Officer
Formed a Center for Business Knowledge
People were the key
Technology was the enabler
How do you adapt to the change needed?
E&Y had the same difficulties as others
Implementation was a new venture and risky
Returns are still not 100% clear, though they are assumed to be part of the KM program
How did they obtain and keep the data?
Problems getting the knowledge distributed