KM Bestpracticesfororganization Unpad 24-01-2011 110123190044 Phpapp02

Knowledge Management:
Best Practice for Organization
Moh. Haitan Rachman

E : haitan.rachman@multiforma.co.id
haitan.rachman@gmail.com
W : haitanrachman.wordpress.com
FB: facebook.com/haitanrachman
T : twitter.com/haitanrachman
Agenda
Introduction
Knowledge Management
Definition, Framework, Plilars, Innitiatives
KM Implementations
Required Resources, Internal Workshop,

KM Roadmap
Knowledge Mapping
KM Internal Projects
www.mobileskynet.com
Introduction
We are now in Knowledge Era
We believe that the future belongs to

companies that can take the best of the
East and the West and start building a
universal model to create new knowledge
within their organizations.
(I. Nonaka and H. Takeuchi)
www.mobileskycode.com
Knowledge Agenda
Making knowledge and knowledge
processes more explicit.
The development of strategic frameworks

to guide the exploitation of knowledge
in products, services and processes.
The introduction of more systematic

methods to the management of
knowledge.
Definitions
Data, Information, Knowledge
What is data?
Refers to a collection of facts
A unit of data comprises two elements. One is the name of the

attribute referred to; the other is the value of that attribute for a
given entity.
Examples are:
attribute monthly salary;
value - $3,000;
attribute personal name;
value Debra;
attribute name of a car;
value Cadillac;
attribute cost of a car;
value $35,000;
What is information?
A set of information is a collection of facts together with
definitions of relationships between them.
A relationship can be expressed as: if condition then fact.
The cheapness attribute of a car will be defined as cheap if the

cost is below $12,000, medium-priced if the cost is from $12,001
to $25,000 and expensive if the cost is $25,001 and above.
if cost < 12,001 then cheapness = cheap else
if cost > 12,000 and cost < 25,001 then

cheapness = medium-priced
else
cheapness = expensive
What is knowledge?
(1) a fluid mix of framed experience, values,
contextual information, and expert insight that
provides a framework for evaluating and
incorporating new experiences and information.
(2) It originates and is applied in the minds of
knower. (3) In organizations, it often becomes
embedded not only in documents or
repositories but also in organizational routines,
processes, practices, and norms
Davenport and Prusak

Knowledge Types
Tacit knowledge is that which is

implied, but is not actually
documented; something an individual
knows from experience, from other
people, or from a combination of
sources.
Explicit knowledge is externally

visible; it is documented tacit
knowledge.
Conversion processes
To
Tacit Explicit
Tacit Socialization Externalization
From
Explicit Internalization Combination
Source: The knowledge creating company, I. Nonaka and H. Takeuchi

Knowledge Transfers
Socialization.
Individuals have a wealth of tacit knowledge that they share
with other organizational members. This knowledge
exchange may be a one-to-one, one-to-many, or a many-to-
many interaction. Traditionally, same place/same time face-
to-face meetings have been the medium for exchange.
Externalization.
Explicit knowledge is knowledge that is stored on paper,
audio or videotape, computer disks, etc. Organizations have
traditionally documented standard operating procedures,
created periodic reports, white papers, etc.
Knowledge Transfers (cont.)
Combination.
Explicit to explicit interactions, or knowledge transfer
Internalization
This form of knowledge creation depends on an individuals
ability to make sense out of explicit information. Successful
internalization is a function of the sense-makers individual
attributes, including personal expertise, experiences, and
mindset.
Primary repositories
Source: The Delphi Group, Inc., (2000)
Definition
What is knowledge management? (1)
(1) The systematic process of finding, selecting,

organizing, distilling and presenting information in a
way that improves an employee's comprehension in a
specific area of interest. (2) Knowledge management
helps an organization to gain insight and understanding
from its own experience. (3) Specific knowledge
management activities help focus the organization on
acquiring, storing and utilizing knowledge for such
things as problem solving, dynamic learning, strategic
planning and decision making. (4) It also protects
intellectual assets from decay, adds to firm intelligence
and provides increased flexibility.
Source: http://www.bus.utexas.edu/kman/answers.htm
Source: Benjamins, V.R., Knowledge Management in Knowledge-

Intensive Organizations, Intelligent Software Components (2001).
Knowledge management is the set of

human, organization, and technology to
support the assimilation, dissemination,
application and creation of knowledge to
deliver the values.
Knowledge Management Process
Knowledge creation is the improvement of and/or
increasing the certainty of piece of knowledge and
occurs during a learning experience
Knowledge assimilation is the collection, storage, and

the refinement of the created knowledge with existing
knowledge in the organizations memory
Knowledge dissemination is the retrieval and

distribution of the knowledge to use in another learning
experience
Knowledge application is the use of past knowledge to

help solve the current problem.
Knowledge Management Cycles
Collect
Identify
Classify
Organize/
Create Knowledge VALUE
Store
Repository
Share/
Use/Exploit Disseminate
Access
Framework
Knowledge management pillars
Karl Wiig
Knowledge Management Pillars
Karl Wiigs pillars represent the major functions needed to

manage knowledge. The pillars are based on a broad
understanding of knowledge creation, manifestation, use, and
transfer.
Pillar I is concerned with exploring knowledge and its adequacy.
The framework identifies several components of this function --
survey and categorize knowledge; analyze knowledge and
knowledge-related activities; elicit, codify, and organize
knowledge.
Pillar II involves appraising and evaluating the value of
knowledge and knowledge-related activities.
The pillar III focuses on governing knowledge management
activity. This function has three components -- synthesize
knowledge related activities; handle, use, and control
knowledge; and leverage, distribute, and automate knowledge
Core Capabilities and
Knowledge Building
Core Capabilities and Knowledge Building
Leonard-Bartons four core capabilities and four

knowledge building activities are crucial to a knowledge
based organization (KBO).
Four Knowledge-Building Activities consist of shared and
creative problem solving (to produce current products),
implementing and integrating new methodologies and tools
(to enhance internal operations), experimenting and
prototyping (to build capabilities for the future), and
importing and absorbing technologies from outside of the
firms knowledge.
Four core capabilities are physical systems (competencies
accumulated in material systems that are built over time
such as databases, machinery, software), employee
knowledge and skills, managerial systems (organized
routines directing resource accumulation and deployment
creating the channels through which knowledge is
accessed and flows (e.g., education, reward, and incentive
systems)), and the organizations values and norms
(determining the kinds of knowledge sought and nurtured,
and the kinds of knowledge-building activities tolerated and
encouraged within an organization).
Model of Organizational
Model of Organizational Knowledge Management
Arthur Andersen and APQC have advanced a model

comprised of seven KM processes that can operate on an
organizations knowledge. As illustrated, these processes
are create, identify, collect, adapt, organize, apply, and
share. The nature of organizational knowledge that they
process is not characterized in this model. Nor does it
characterize the nature of the processes themselves. The
model identifies four organizational enablers that facilitate
the workings of the KM processes: leadership,
measurement, culture, and technology. The model does
not detail the nature of the enablers.
Pillars
Pillars of Knowledge Management
1) Management & organization
2) Infrastructure Technology
3) People & Culture
4) Content / Knowledge
Knowledge Management Framework
Collect
Human & Identify
Culture Classify
Organization &
Management Organize/
Create
Content & VALUE
Knowledge Store
Infrastructure
Technology
Share/
Use/Exploit Disseminate
Access
Business Objectives
Reduced cycle time
Producing significant reductions in time-to-market
for new drugs in an industry where every days
delay can represent $1 million in lost revenues.
Implementing information systems projects by
sharing project management best practices
throughout the IT organization
Reduced costs
Reducing the costs of repeated mistakes. In
documenting errors avoided, savings from the
initiative already represent millions of dollars.
Business Objectives
More efficient use/reuse of knowledge assets
Tracking the number of consulting engagements
won where knowledge captured from previous
projects is reused.
Increased organizational adaptability.
Supporting new competitive strategies or
process designs.
Filtering, synthesizing, and interpreting
competitive intelligence can improve a firms
ability to react to the marketplace.
Business Objectives
Increase value of existing products and services
Using knowledge to improve existing products and
services can significantly differentiate an offering from
its competitors.
Embedding specific industry knowledge into the
software promises to reduce design time for
customers.
Create new knowledge-intensive products, processes,
and services
Managing its patents more effectively and expects to
generate more in licensing revenues
Technology Infrastructure
Innitiatives
Hewlett-Packard
HP knowledge base for educators
Trainers Trading Post a discussion database on
training topics
Training Library a collection of training documents
Training Review a consumer reports collection of
evaluation of training resources
HP Laboratories
Connex provides a guide to human knowledge resources
within the Labs and to other parts of HP.
The content is a set expert profiles or guides to the
background and expertise of the individuals
MICROSOFT
Skills Planning und Development
(SPuD)
Using the competency model to transfer and
build knowledge
Leading to better matching employees to jobs
and work teams.
Five major components :
Development of a structure of competency types and levels
Defining the competencies needed for particular jobs
Rating the performance of employee in particular jobs based
on competencies
Implementing the knowledge competencies in an on-line
system
Linkage of the competency model to learning offerings
British Petroleum
Virtual Teamwork (VT) project to make easier for
employees and partners to communicate and share
ideas and knowledge between businesses.
Helping BP know what it knows, learn what it needs to

learn and use knowledge more productively.
Requiring people to interpret and apply information base

their skills, knowledge and experiences.
associating, from engineer offshore to supplier offshore,

are networked by PCs with video conferencing, electronic
whiteboards and scanners and linked by the internet,
corporate intranet, Lotus Notes and e-mail.
Hoffman-LaRoche
Knowledge map to capture a companys existing
knowledge
Rewritten guidelines outlining key customers
requirements
A Question tree charting the questions
Contents framing how a company should answer
customer questions
Knowledge links mapping who should share
knowledge and with whom
Yellow pages listing people who have knowledge
expertise and knowledge
Knowledge map helps between medical
doctors and researchers, among others.
Knowledge gaps in maps assist management
plan for resources.
Implementations
Differences
Knowledge Management Projects Information Management Projects
Goals emphasize value-added for Goals emphasize delivered and

users accessibility of information
Support operational improvement Support existing operations

and innovation
Adds value to content by filtering, Delivers available content with little

synthesizing, interpreting, pruning value added
content
Usually requires ongoing user Emphasis on one-way transfer of
contributions and feedback information
Balanced focus on technology and Heavy technology focus

culture issues in creating impacts
Variance in inputs to system Assumes information capture can be

precludes automating capture automated
process
Knowledge management Implementation
Structuring and Mapping

Knowledge Needed to Capturing and reusing
Enhance Performance structured knowledge
B
C
Identifying Sources A
and Networks of Capturing and sharing
Expertise D lessons learned from
KM practice
Project
Synthesizing and
Sharing Knowledge G
from External Sources Measuring and Managing
E the Economic Value of
Knowledge
F
Embed Knowledge in
Products and Processes
Identifying Sources and Networks of Expertise.

Some projects are designed merely to make
expertise more visible and accessible to
employees. The underlying strategy here is to
facilitate connections between those people who
possess and those who need knowledge.
Structuring and Mapping Knowledge Needed to

Enhance Performance. Another type of project
impacts efforts like new product development or
process redesign by making explicit the specific
knowledge needed at particular stages of the
initiative.
Capturing and reusing structured knowledge.
Knowledge is often embedded in component parts of
organizational outputs, such as product designs,
project proposals and reports, documented
implementation procedures, and software code that
can be reused to reduce the time and resources
needed to produce a new output.
Capturing and sharing lessons learned from practice.

It captures softer, more experiential knowledge that
must be interpreted and adapted by the user in a new
context. These efforts often involve sharing learning
through a data base, and they may also take on a
more interpersonal approach, using face-to-face
sharing of stories and experiences.
Measuring and Managing the Economic Value of
Knowledge. The firms possess structured intellectual
assets, such as patents, copyrights, software licenses,
and customer data bases. Recognizing that these
assets create both revenues and costs for the firm,
another type of project seeks to manage these assets
more judiciously.
Embed Knowledge in Products and Processes. It

seeks to enhance or create new knowledge-intensive
products, services, and processes. By recognizing the
potential market value of knowledge that the firm is
generating, the value of existing offerings can be
enhanced or new revenue sources created.
Synthesizing and Sharing Knowledge from External
Sources. Traditionally, these systems have been little
more than information delivery clipping services
that routed articles and reports to executives. But
the electronic information avalanche, combined with
increasing complexity, specialization, and the speed
of market changes has raised the knowledge
component of these systems. They will require
editors, reporters, and analysts to synthesize and
provide context to the tremendous volume of market
information available.
Required Resources for
Implementation
Resources Required for KM
New knowledge Setting up the

management roles technological
infrastructure
B
C
Knowledge project
sponsors and
managers
A
D
E Dealing with broader
cultural and human
Money issues
Resources Required for KM Projects - 1
Knowledge project sponsors and

managers
finding sponsors and keeping them committed
because of the abstract nature of knowledge and
the difficulty executives see a direct link to
bottom line concerns.
Knowledge managers must particularly strive to
avoid intellectual arrogance; when managing
knowledge a tendency to begin to feel that one
knows more about the domain
New knowledge management roles

a sophisticated set of competencies include (1)
strong interpersonal and facilitation skills to get
people in diverse roles working together; (2)
continually assess the projects value added; and
(3) sufficient knowledge to manage the
infrastructure development.
Editors, reporters, analysts, group facilitators
needed on projects as capacities to elicit,
interpret, and synthesize information from a
variety of sources, and communicate it in ways
that add value
Setting up the technological

infrastructure.
The popular technologies databases, information
bases, or knowledge bases accessed by
desktop computing and communications
infrastructures.
The choice of technology influenced by higher
level organizational standards.
A very common technical decision between
Lotus Notes and World Wide Web-based
intranets for knowledge capture and
distribution.
Dealing with broader cultural and

human issues.
The critical cultural issues involve creating an
organizational climate in which knowledge is
valued and shared.
Specific human resource programs, e.g.,
performance evaluation and incentive
programs
Creating some level of shared meaning around
knowledge categories.
Creating a knowledge-oriented culture is a key
responsibility of corporate-level chief
knowledge officers or chief learning officers.
Money.
knowledge management projects require
financial resources.
The costs for people, technology, the logistics
involved in face-to-face knowledge creation and
transfer
Because of these costs, knowledge initiative
managers should make significant efforts to
capture the benefits of projects.
Internal Workshop and Roadmap
Defining the Global KM Vision
Executive Planning
Workshops Workshops Workgroups
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Demonstrate Build the Determine Translate Prioritize Build

KM Best Strategic KM KM Focus KM Pilots for Initial
Practices Linkages Focus into implementation Project
with KM Initiatives Charters
Week 1 Week 8 to 12
Indentifying
Core Competencies Core Capabilities

Know What ? Know How To ?
Expertise, skills that provide Applied core competencies

access to markets or are used business processes
to create core products infrastructure
Delivers fundamental customer resources
benefit work organisation
Hard-to-duplicate business
Difficult for competitors to processes
imitate
Capabilities provide the means to deploy

competencies to achieve competitive advantage
Operational projects
Executive Planning
Workshops Workshops Workgroups
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Demonstrate Build the Determine Translate Prioritize Build

KM Best Strategic KM KM Focus KM Pilots for Initial
Practices Linkages Focus into implementation Project
with KM Initiatives Charters
Week 1 Week 8 to 12
Knowledge Management Roadmap
Project Leader and Solution

Identification Expert Identification
Identification
Identifying Identifying the Probably organization

the area, process or thought leaders in has a file server,
application which you organization as a some sort of an email
wish to address resource and system, a web
reference point. server, and a lot of
KM is growing fastest software.
at the grassroots Helping guide the
level rather than at project in a direction KM project utilizes
the corporate-wide or that will be most the tools already in
enterprise level beneficial to the staff place for the
proposed solution.
Becoming your user
advocates and
gateways to help by
collecting all the
feedback that the
general user
Knowledge Management Roadmap
Knowledge Information Deployment

Capture Entry and Feedback
Sticking to the In the beginning of a Explaining to the

explicit and leaving KM project, the user community what
the tacit for later project leaders information is
have to take the currently available in
Tacit information will initiative and act as the system
arise spontaneously the gatekeepers of
if focusing on explicit the system. Thought leaders from
information early can become our
Identifying thought communication
Beginning project on leaders earlier in the channel to garner the
Frequently Asked project to maximum collective feedback of
Questions. Subject advantage. your staff
matter experts focus
on the more
interesting and
challenging
problems.
Knowledge Mapping
- Diagramming
- Entity-Relationship
- Mind Mapping
What is Knowledge Mapping?
Knowledge mapping is a process of

surveying, assessing and linking the
information, knowledge, competencies
and proficiencies held by individuals
and groups within an organization
What Knowledge Maps Show
1. Available knowledge resources
2. Knowledge clusters and communities
3. Who uses what knowledge resources
4. The paths of knowledge exchange
5. The knowledge lifecycle
Knowledge Map Tools
Diagramming
Mind Mapping
Entity-Relationship
Competency Directory
Knowledge Directory
Competency-1 Competency-2 Competency-3 Competency-4 Competency-5 Competency-6
Competency
Directory
Cycle Business Process
Knowledge Directory
Phase Phase Phase Phase
Objectives Objectives Objectives Objectives
Marketing Strategy
Business Management
Customer Relationship Management
Product Competitor
Supplier
Problem
Report
Customer/
Intermediary
Contact
Person
Employee
Improvement and Problem Handling
Organizational
Unit
Employee
Problem Practice
Report
Proof
Product &
Process
Service Stakeholder
Source
Customer Supplier Contact

Internal Projects
Two KM approaches
Corporate-wide KM initiatives:
Skandia, Bank of Montreal, and Dow Chemical
New roles, such as director of intellectual capital
and chief knowledge officer
A local context, the majority of knowledge
initiatives at the business unit, function, or
operational process level
Focused on better management of a functional
knowledge resource
Dow Chemicals, e.g. patents generated in the
research and development function.
Knowledge Innovation Center
1 2
Only internal Bringing External

into Internal
3 4
Bringing Internal Bringing Internal

into External and External
Together
Knowledge Portal
http://worldwidebiznet.com
http://worldwidebiznet.com/innovation
http://worldwidebiznet.com/internet
http://worldwidebiznet.com/marketing
http://worldwidebiznet.com/government
http://worldwidebiznet.com/mobile
TERIMA KASIH!
Moh. Haitan Rachman

E : haitan.rachman@multiforma.co.id
haitan.rachman@gmail.com
W : haitanrachman.wordpress.com
FB: facebook.com/haitanrachman
T : twitter.com/haitanrachman

KM Bestpracticesfororganization Unpad 24-01-2011 110123190044 Phpapp02

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

KM Bestpracticesfororganization Unpad 24-01-2011 110123190044 Phpapp02

Uploaded by

Copyright:

Available Formats

Knowledge Management:

Best Practice for Organization

Moh. Haitan Rachman

Definition, Framework, Plilars, Innitiatives

Required Resources, Internal Workshop,

We believe that the future belongs to

The development of strategic frameworks

The introduction of more systematic

A unit of data comprises two elements. One is the name of the

attribute monthly salary;

attribute personal name;

attribute name of a car;

attribute cost of a car;

A relationship can be expressed as: if condition then fact.

The cheapness attribute of a car will be defined as cheap if the

if cost < 12,001 then cheapness = cheap else

if cost > 12,000 and cost < 25,001 then

Davenport and Prusak

Tacit knowledge is that which is

Explicit knowledge is externally

Tacit Socialization Externalization

Explicit Internalization Combination

Source: The knowledge creating company, I. Nonaka and H. Takeuchi

Source: The Delphi Group, Inc., (2000)

(1) The systematic process of finding, selecting,

Source: Benjamins, V.R., Knowledge Management in Knowledge-

Knowledge management is the set of

Knowledge assimilation is the collection, storage, and

Knowledge dissemination is the retrieval and

Knowledge application is the use of past knowledge to

Karl Wiigs pillars represent the major functions needed to

Leonard-Bartons four core capabilities and four

Arthur Andersen and APQC have advanced a model

3) People & Culture

Helping BP know what it knows, learn what it needs to

Requiring people to interpret and apply information base

associating, from engineer offshore to supplier offshore,

Goals emphasize value-added for Goals emphasize delivered and

Support operational improvement Support existing operations

Adds value to content by filtering, Delivers available content with little

Balanced focus on technology and Heavy technology focus

Variance in inputs to system Assumes information capture can be

Structuring and Mapping

Identifying Sources and Networks of Expertise.

Structuring and Mapping Knowledge Needed to

Capturing and sharing lessons learned from practice.

Embed Knowledge in Products and Processes. It

New knowledge Setting up the

Knowledge project sponsors and

New knowledge management roles

Setting up the technological

Dealing with broader cultural and

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

Demonstrate Build the Determine Translate Prioritize Build

Core Competencies Core Capabilities

Expertise, skills that provide Applied core competencies

Capabilities provide the means to deploy

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

Demonstrate Build the Determine Translate Prioritize Build

Project Leader and Solution

Identifying Identifying the Probably organization

Knowledge Information Deployment

Sticking to the In the beginning of a Explaining to the