Building knowledge Corporations

Experience suggests that, the best way to do well in building the Knowledge Corporation is to have a all-inclusive blueprint for the knowledge management initiative, which would be compete and have a balanced focus on process transformation, technology deployment and integration and change management initiatives. A typical blueprint addresses the knowledge corporation plan as one of integration, which is an approach from the E-business viewpoint. This viewpoint approaches the knowledge corporation imperative as one of building three intelligent portals, each with its specific objective of enabling intelligent interactions between and across various stakeholders of the organization, analyzing the need and effect of each of others portals and the impact that intelligence and knowledge facilitation can have on each of them is important. The enterprise knowledge portal can take many shapes. Up front, it is likely that every user in the knowledge community should be able to personalize knowledge success and delivery on his tailored computer monitor. This provides capabilities to every member of the knowledge community to access learning and research work in partnership with peers and even with customers on matters of importance and engage in discovery of new projects as and when required. The use of knowledge agents in the portal speeds up the discovery process and helps the user to tailor his entire interaction. Search. And communication procedures. The knowledge portal can do well inside and organization only if excellent integration takes place with all internal and external sources of data.. Information and knowledge. The most traditional sources are data and text bases stored in relational databases; today the everpresent internet and the multiple e-mails that inundate most organizations present another opportunity for knowledge gathering. the most difficult and satisfying sources of knowledge are people themselves. The ability to capture knowledge from a person to person transaction. Store the knowledge for posterity and recall knowledge in the next customer contact is what differentiates a run of the mill knowledge management initiative from a really impressive KM program. The market portals is today one of the most significant tools in the business corporation, At many courier companies moving from and era where customers had to wait patiently or make numerous telephone calls to trace the progress of their parcels or packages, has put the power into the bands of the customer, giving them the ability to directly carry out through the value chain, booking parcels, tracing the progress of their consignment, arranging pickups and even dig deep down to the internal databases of the company, this innovation has not only

proved to be a tremendous marketing innovation, it has also greatly increased customer approval. And greatly reduced the support costs. Since most of the calls that has to ve answered by customer service representatives were annulled by the capacity of the customer to help him to the information required.

Knowledge Corporation is meant to 1. disseminate tacit and explicit knowledge across the enterprise and 2. Harness the knowledge to enhance the enterprises capability. It flows from a holistic knowledge management initiative and focuses on Intelligent portals

Process Transformation
The Knowledge portal in an organization should be easily accessible to all the stakeholders. Obviously for security reasons, the organization will form knowledge communities and transfer knowledge appropriate to the group. For instance, in an electronics designing company, knowledge pertaining to in-house research on chips would be available to members of the design team, project manager and of course, the senior management.

Technology Deployment and integration Change Management Initiatives

The knowledge is stored in databases and transmitted over the organization internal network systems. The stakeholders use the knowledge in partnership with peers and other stakeholders; in some cases, the knowledge may be used in even conjunction with customers and vendors (for example, while consulting on an engineering project.) The objective is to improve organizations performance.

Knowledge resides in the minds of people. People are the most valuable sources of knowledge.

But they are also the most difficult sources. Personal reasons, inability to articulate or they may not even realize the importance of an episode. Such reasons make it difficult to gather knowledge from people.

Trust and a sustained Knowledge management program can remove doubts and encourage people to share their experience and expertise. A truly impressive successful KM initiative has Characteristics. 1. The ability to capture useful knowledge through person-to-person interaction, 2. store it for the use of others, 3. and most importantly ability to retrieve the knowledge when it is required .

IMPLEMENTING KM IN ORGANIZATION

IMPLEMENTING KM IN ORGANISATIONS

Knowledge management practitioners primarily have two major questions: How can knowledge management be knitted into the organizations typical functioning rather than be looked upon as a independent experiment? In support of an organization to get on and carry on successful knowledge management programs is there a clear implementation methodology that can be pursued?

These are real apprehensions. For KM to get institutionalize it needs not only organizational confidence but clear processes and methodologies for achieving the same. However strong the instructive conviction about an initiative may be, its longevity can be ensured only by: a. An apparent link between business objectives and strategies. b. Recognition of certain landmarks and results towards the accomplishment of these objectives.

THE PHASE KM STYLE KM initiatives have succeeded by not sticking on to well defined methodologies or Processes. It is equally true, though, that these organizations have been unable to respond to the What do we do next? question that crops up immediately after implementing the first project. While quick initiatives are certainly worth encouraging, at the same time following a more systematic and thorough methodology for evolving a knowledge strategy ensures that there is a sense of direction on the whole approach. This also allows the retrofitting gains and learnings from the initial projects to future course of action.

Implementing KM is a step by step process. The various steps involved are:

1.

KM assessment survey:
The first step is to quickly assess your organization or teams orientation and readiness for knowledge management. By taking around 15 minutes to complete the 46 multi-choice questions below we can provide you with a free assessment and a free benchmark with other organizations in your same industry sector.

2. Knowledge management education :

At this stage, you may be totally new to Knowledge Management and be glad to start from the beginning and simply 'soak up' anything you can, or you may be familiar with Knowledge Management and keen to improve your understanding further. This step provides online Knowledge Management education ranging from a free 30 minute streamed 'Introduction to Knowledge Management' to a two year part-time MSc degree in Knowledge Management.

3. Knowledge management consulting :

You may have a good understanding of Knowledge Management and are keen to learn how to conduct a Knowledge Management consulting engagement yourself and/or be interested in engaging Knowledge Management consultants online. This step describes and provides online a well proven and robust KM Consulting methodology that will help you develop a compelling KM Strategy and Business case.

4. Assigning roles and responsibilities:

At this stage, you may be concerned with identifying and implementing the new Knowledge Management Roles and Responsibilities. This step describes online the new roles and responsibilities that need to be performed to implement the strategies and perform the processes for effective Knowledge Management implementation.

5. KM processes , Methods and tools :

At this stage you may be concerned with evaluating, piloting, designing, improving and implementing improved knowledge driven work practices, processes, methods, tools and techniques. This step provides online a directory of Knowledge Management processes, methods, tools and techniques.

6. Knowledge competencies:
At this stage you may be concerned with developing and managing the new knowledge competencies to be able to perform the new Knowledge Management roles and responsibilities, perform the new Knowledge Management processes and methods, and to use the new tools and knowledge technologies. This step provides a complete online Knowledge Competencies development and management system.

7. Knowledge networks:
At this stage you may be concerned with developing and/or participating in effective Knowledge Networks and Communities of Practice to be able to better suface and share the most valuable tacit knowledge that often gets locked away in the heads of individuals . This step provides online a growing international Community of Knowledge Management Practitioners for you to join and share knowledge and experiences.

8. Knowledge management technologies:

At this stage you may be concerned with developing and implementing the new hardware and software technologies, such as Knowledge Portals, Knowledge Servers, Knowledge Bases and Collaborative work spaces to support the new Knowledge Management Processes, Methods and Tools. This step provides online Knowledge Management technologies for you to experience and evaluate.

9. Knowledge management measures:

At this stage you may be concerned with measuring the effectiveness of implementing Knowledge Management and the Business benefits derived. This step provides online Knowledge Management measurement tools.

Some of the KM measurement tools are: The knowledge orientation matrix The knowledge management maturity model No. of new knowledge nominations No. of new learning's and ideas