Professional Documents
Culture Documents
Khurshid Ahmad Professor of Artificial Intelligence Centre for Knowledge Management January 2004
INSTRUMENTS FOR KNOWLEDGE MANAGEMENT BPS VIRTUAL TEAMWORK PROGRAM 1993 - BP Exploration, a division that found and produced oil/gas, organised its regional assets into 42 separate assets - a federation of assets where each asset would have the freedom to develop processes and solutions appropriate to their particular problems. BP Exploration have combined the agility of a small company with 2 the resources of a large one.
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A mobile drilling ship was disabled in the North Sea due to equipment failure. The equipment was brought in front of a camera linked by satellite to one of the BPVT stations; a remote expert on the mainland diagnosed the problem and guided the on-board engineers to fix the equipment.
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A mobile drilling ship was disabled in the North Sea due to equipment failure. The equipment was brought in front of a camera linked by satellite to one of the BPVT stations; a remote expert on the mainland diagnosed the problem and guided the on-board engineers to fix the equipment.
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Instantaneous
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Andrew Project: BP worked with collaborators (design and construction firms) to build a new oil platform. They used the VTs application sharing features to write joint communications.
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Andrew Project: BP worked with collaborators (design and construction firms) to build a new oil platform. They used the VTs application sharing features to write joint communications.
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2. Knowledge sharing needs Relationships were built through actual trust and virtual face-to-face meetings 3. Technology may initiate new methods of working 4. Knowledge sharing must be encouraged and rewarded
Technology was used for communication and collaboration; training emphasised goals Upper management support encouraged knowledge sharing
5. Management support and Upper management initiated and funded 10 resources are essential the project
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Intranet-based nets:
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Collaboration and human interaction by bringing people together with messaging facilities, sharing diaries (for appointments), notes about previous projects.
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Notes-based knowledge management is often accompanied by other tools especially for managing external knowledge.
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A collection of files is not a collection of knowledge: It is data that has to be processed into information, and information interpreted as knowledge
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E&Y KM NETWORKS
The management consultants Ernst & Young (E&Y) have their own Knowledge Management Networks maintained by a knowledge manager within the consultancy. This is used to track the expertise of individuals within the organisation and to facilitate co-operation across E&Y for particular assignments. 20
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NETWORKS?
All project teams work under a contract with the client. The evidence of outputs (reports/artefacts) produced by the knowledge workers is used by the organisation to charge the clients. Human-resources departments keep a record of each employee
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NETWORKS?
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NETWORKS: ?
KM systems that have the capability of building Yellow Pages automatically. How? By analysing document repositories of organisations from HR records to Project output records
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grapeVINE Technologies
A Knowledge Management organisation that was taken over:
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KNOWLEDGE IN TEXT
If any essence or trace of the knowledge of the individuals is left behind then it is usually found in documents, comprising words, illustrations and drawings, mathematical and other symbols.
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KNOWLEDGE IN TEXT
Usually, a tangible trace of specialist knowledge may be found in the document archives. Knowledge management systems should be based on how humans disseminate knowledge through text. The effective management of the documents emanating from organisations, is perhaps the first step in the effective organisation of knowledge.29
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grapeVINE Technologies
A Knowledge Management organisation that was taken over:
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are being used to study how concepts are transformed into artefacts and how artefacts help in creating and revising concepts.
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are being used to study how concepts are transformed into artefacts and how artefacts help in creating and 33 revising concepts.
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Microsoft Sharepoint
Microsoft have developed the SharePoint system: a set of two new technologies from Microsoft that were developed to facilitate information sharing both within organizations and over the Internet,
Microsoft Sharepoint System is an innovative way of looking at how workers in an organisation 34 share knowledge.
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Microsoft Sharepoint
Knowledge management case studies clearly show that in any given enterprise, small and ad hoc teams share information in very different ways than do large teams.
Small or ad hoc workgroups need informal means to work together on group deliverables, share documents, and communicate status with one another.
Large workgroups with structured processes need greater management over their information and require features like formal publishing processes and the ability to search for and aggregate content from multiple data stores and file formats.
Microsoft suggested solution SharePoint Portal Server 2003
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Microsoft Sharepoint
To create Web site for sharing information such as documents, calendars, announcements, and other postings. To aggregate content To manage documents To create Web Portals
Technology used: E-mail, File Servers, Office XP, Browsers, Front Page, Text and Image Search DBMS, Document Management Systems, OLE DB, Microsoft ActiveX Data 37 Objects (ADO), Extensible Markup Language (XML)
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E 1 E E E 2 1 7 2
Microsoft Sharepoint
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Team Services
Microsoft Sharepoint
Portal Server
Enterprise Search
Core Function Web Site
Ad hoc information sharing Team Web sites (575 users)
Search Capabilities
Discussion and Notifications Customization Document Management Client Applications Roles-based Security Storage
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Microsoft Sharepoint
Integrated Document Management
The process from document creation through intranet publishing can be a string of disjointed actions, unconnected with business processes. SharePoint Portal Server includes features like document locking, versioning, and publishing and makes these features accessible to the average user. It delivers easy-touse, document-management features that are integrated with the tools and applications that are used to create and manage documents, with Microsoft Windows Explorer and Microsoft Office 2000 applications like Microsoft Word, Microsoft Excel, and Microsoft PowerPoint.
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Microsoft Sharepoint
Team Web Site Template Browser-based Authoring Pre-Formatted Team Lists Document Libraries Subscriptions and Notifications
Out of the box, SharePoint Team Services creates fully-functional, fully-designed, and configured team Web sites. Team members with appropriate permissions can author to the Web site using their 4.0 level or higher browser. Share team information in a structured and uniform way using built-in lists such as events, announcements, discussions, and tasks. Document libraries allow you to upload documents, assign templates to libraries, and custom properties to documents within libraries. Subscribe to lists and document libraries and receive notification when changes meet the criteria you set.
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Microsoft Sharepoint
Document Discussions Surveys Delegated Administration Three-Click Installation
Team members can use the discussions feature to conduct inline discussions on documents and other Web pages without affecting the source document. Get a sense of where your team stands on issues that affect them by creating a team survey. Site owners and those with administrative privileges can set up user accounts for team Web sites through the browser. SharePoint Team Services automatically sets up the software required to search (Index Server) team Web sites and store data (MSDE). SharePoint team Web sites allow site owners to assign five different levels of permissions to team Web sites and to customize the permissions within those roles.
Roles-based Memberships
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Microsoft Sharepoint
Browser-based Customization Office XP Integration
Members can customize existing lists using the browser to add new properties to lists and document libraries, specify custom views, or create entirely new lists and document libraries with unique properties. Microsoft Office XP integration gives users the ability to easily share information from their desktop to their team Web site and vice versa. Microsoft FrontPage 2002 provides additional opportunities for advanced customization of SharePoint team Web sites. SharePoint Team Services is supported by Web Presence Providers for FrontPage.
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Requirements Specification
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Module Construction & Debug Module Construction & Debug Module Construction & Debug
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Windows XP
2002
40M
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SOURCE:www.dwheeler.com/sloc.
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OUTLINE & WORKING SPECIFICATION Done by Program Managers with Developers. Define Feature Functionality, Architectural Issues & Component Interdependencies
DEVELOPMENT SCHEDULE & FEATURE TEAM FORMATION A big feature team will have 1 Program Manager, 5 Developers, 5 Testers
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Development Phase
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Stabilisation Phase
Feature Complete CODE COMPLETE and TEST, FINAL STABILZATION & SHIP
Program Managers: Monitor OEMs, ISVs, Customer Feedback Developers: Final Debug, Code Stabilization 51 Testers: Recreate and Isolate Errors
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MILESTONE 2 (next 1/3 features) Development Usability Lab Private Release Testing Daily Builds Feature Debugging Feature Integrations Code Stabilisation Buffer Time
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Frequent synchs (daily builds) and One Late and Large integration and intermediate stabilisations test phase at project end (milestones) Customer feed back during development Large Teams work like small teams Feedback as inputs for future projects Many individuals work in functional groups
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Siemens is conglomerate in an old fashioned sense: its business ranges from global telecommunications to advanced chip manufacture, and from building/factory systems to health & medical systems.
Various constituents of the conglomerate have reported the use of knowledge management to transform its business from a centralised to a diversified and lean business.
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Business Area
Global Telecommunications projects: end-to-end solutions for voice, data and mobile networks
KM System
Share Net:
Building and factory systems: Control systems for building environments, factory automation
Information Systems and e-business : Consultancy, implementation & integration Mobile communications devices and network products, inc. phones, radiobase stations, Internet switches and so on.
Know-How Exchange:
Communities of Practice Mergers & Acquisitions Knowledge Exchange
Siemens Information & Communication Mobile partnerships with Fujitsu & Toshiba
1Tom
Davenport and Gilbert Probst. (2000) (Eds.) Knowledge Management Case Book Siemens Best Practises. Munich: Publicis MCD Verlag. pp 22-39
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ShareNet Managers --- Supports contributors in capturing project experiences and marketing know-how, drives the development of reusable knowledge Until the 1980s the principal customers of telecommunications equipment were large (near) monopoly state PT&T companies or Bell in the USA Post 1980s telecomms markets were DEREGULATED and the monopolies were unbundled. The use of computers for switching and routing changed the equipment market altogether. New entrants challenged former monopoly suppliers with new cheaper products and services
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Sales Project:
Complete Customer Solution
Customised components (system integration)
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Sales Project:
Complete Customer Solution Material & Not Local Technical Physical solution GEOGRAPHICALLY components (knowledge)
Switches Routers Base Stations Customised components (system integration)
DISTRIBUTED PEOPLEa
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ShareNet is an interactive knowledge management tool through which global network of shared knowledge could be established1. Share Net is a business application system that allows to share knowledge and innovation on a global basis. Share Net was designed to foster the emergence of best practice sharing2
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Typical KM systems are often intranet based [..] document repositories2. Share Net is an interactive medium designed to act as a business application used to dissemintate experience based knowledge.
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Typical KM systems are often intranet based [..] document repositories2. Share Net is an interactive medium designed to act as a business application used to dissemintate experience based knowledge.
A document repository is RAW Knowledge: This raw information has to be interpreted and annotated
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Leadership officers Organisational Structure and Rollout engineers+workers Motivation and rewards off/eng/wor Organisational Culture and Change
off/eng/wor
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Leadership:
The ShareNet Committee comprising 1
Siemens ICN Board Member; two Business Transformation Partners; 8 ICN local companies representatives (offices in 160 countries)
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elicited knowledge was the key. Leading experts acted as Contents Editors of the knowledge that was supplied by the knowledge workers. Share Net had local consultants, acting as trainers in and facilitators of ShareNet, had IT support and email hotline ShareNet Committee held a bootcamp, campaigns to precipitate structural change within the organisation.
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evaluate INFORMATION
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designed to encourage the capture and re-use of knowledge A frequent-flyer/loyalty card scheme was set in place: More knowledge deposited and more knowledge re-used was rewarded by shares in Share Net. Shares were convertible into places on conferences or into telecommunications equipment.
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C Global Editor
ShareNet Committee
IT Support
User Hotline
C C
C C C
C
C C
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C C
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A data-base requires an application program for the data to be used effectively that is the data be processed according to the user needs and requirements. A business application program helps to access and to some extent to interpret the data (in a data base)
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Knowledge about the different steps of the value-creation chain was transferred to ShareNet solution objects (e.g., technical- or functional-solution knowledge) and ShareNet environment objects
(e.g., customer or market knowledge). ShareNets focus is less on brochureware, than on personal statements, comments, the field experience of sales employees, or the real-life tested 76 pros and cons of a solution.
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Knowledge Typology
COGNITIVE KNOWLEDGE
or know-what - includes basic technical mastery and is achieved through extensive training and certification.
SKILLS
or know-how refers to the effective execution and application of abstract rules and regulations in the real-world context.
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SYSTEMS UNDERSTANDING
or know-why refers to the casue and effect underlying an experience.
account managers
for anticipating subtle aspects in interaction with a customer.
SELF-MOTIVATED CREATIVITY
or care why refers to an active and caring involvement in a given cause
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Key Lessons
1. The ShareNet attempts to demonstrate the importance of finding the right balance between IT solutions for capturing explicit codified knowledge and leaving enough room to allow direct personal exchange of more implicit forms of knowledge.
2. The ICN ShareNet Quality Assurance and Reward Systems was important for motivating the workers to participate in the knowledge management initiatives.
The Reward System is an essential complement to the structural arrangements that facilitate knowledge sharing and an organisational culture that supports such an 80 initiative.
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3. For a global organisation knowledge sharing has to be facilitated within and between the constituent national organisations, and between different market stages. 4. Telecommunication solutions for a given country have to address the level of economic development of the country and the level of de-regulation of the markets in general and telecomms markets in particular.
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Focus was on high-bandwidth solutions and for infrastructure to support it. However, the customers did not understand/appreciate/like broadband communications system the market collapsed Siemens was restructured and the Share Net Unit was absorbed in to a new Competence and Knowledge Management Division.
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Share Net System was focused on sales and marketing. This was important to deal with new deregulated markets, as the sales/marketing knowledge was largely based on regulated markets. Share Net was extended to help the R&D Division of Siemens of ICN. Why?
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Share Net was extended to help the R&D Division of Siemens of ICN. Why? The time-to-market a good idea was long within Siemens ICN. Can Share Net help in doing that? Perhaps, but only after the system was resturctured to take into account the business of R&D which is not the same as the business of Sales and Marketing.
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Siemens Industrial Services provide services for the electrical and electronic equipment users, like engineering, installation, maintenance and repair.
Sales representatives and service technicians who respectively secure and work on service contracts have accumulated a significant depth of experience largely tacit knowledge of large engineering systems.
There is explicit knowledge of geography, people, and engineering artefacts.
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For Siemens Industrial Services this tacit and explicit knowledge is crucial in securing new contracts and for executing existing contracts. There is significant duplication of effort when this knowledge is not recorded: each contract is prepared and executed ab intio (from the beginning without any
previous knowledge)
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The expertise and knowhow within Siemens Industrial Services is multi-faceted: Industrial Sector Products and Systems Tools Technology
The expertise and know-how may be with a person or a group within a regional Siemens company or within collaborating organisations.
Free exchange of knowledge freely given and received without any cost.
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Know-how Exchange: Available through the SIS Intranet Search and retrieval facilities Multi-lingual user interface Maintenance Facilities
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Employees at SIS were prodded, cajoled and motivated through newsletters, the Intranet and employee newspaper, through personal emails, congresses and conferences to get involved by contributing their know how to the Exchange (DOosterlink, Freitag, Hartmut., & Graff, 2000:43-44).
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Competence
Document
Innovate
Transfer
Experience
Knowledge
Evaluate
Publish
Location A
Location B
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An area that certainly warrants attention now, and will do so increasingly in the future, is the standardising and structuring of the knowledge shared on the database. A certain level of knowledge quality is necessary to ensure its utility. Who will perform this gate-keeping task and what criteria should be used? These are questions that must still be answered if this tool is going to realise its full potential.(DOosterlink, Freitag, Hartmut., & Graff, 2000:52, my emphasis).
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Business Services
Siemens Business Services is a core businessdriven unit within Siemens focussing exclusively on services. SBS is a vendor of full service, consulting services, systems integration, operational services and outsourcing on an international level.
Ramhorst, Dirk. (2000) A guided tour through the Siemens Business Services Knowledge Management Framework. In (Eds) Tom Davenport and Gilbert Probst. pp 126-140.
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Business Services
Cope with rapid and strong organisational growth: as many as one in three employees were new employees.
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Business Services
Standardised KM requires Knowledge Brokers: These Brokers are human search engines that can be accessed whenever anyone in the organisation has a question about a specialist area, or is looking for an expert.
The Knowledge Broker is responsible for:
The classification, categorisation, storage and management of the relevant information and knowledge (librarian) Co-ordinating or doing research Monitoring the results of expert forums Acting as a change agent for further cultural development Introducing new platforms or functions.
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Business Services
Knowledge maps have made the implementation of expert networks (Communities of Practice) in organisations possible.
Ramhorst, D. (2000) pp 135.
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Business Services
Siemens Business Services: Standardized KM The technologies used form KM within SBS can be described in four clusters:
Communities of Collaboration applications, virtual teaming applications, etc. Practice Knowledge-flow Newsboards, workflows, and email. Linkages
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Medical Services
Siemens Medical Services: Sharing Best Practice The transfer of existing knowledge is referred to as the sharing of best practices. Sometimes using best practice is an antidote to R&D that may lead to the creation of new knowledge which, in effect, may not be as new as the inventors may like it to be. Siemens Medical Services created a Best Practice Sharing Marketplace. In this marketplace, through the economics of supply and demand, best practices within Siemens could be identified and leveraged. (Gibbert & Hartmut 2000:69).
Gibbert, Michael., and Krause, Hartmut. (2000) Practice Exchange in a Best Practice Marketplace. In (Eds) Tom Davenportand Gilbert Probst. pp 68-84.
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Medical Services
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Medical Services
Corporate solution Best-Practice Marketplace Promotions Topic related events Network or organisational solution Involve people who are actually doing the work (Best Practice Networks) in the early stages, not only executives. Identify major levers Utilise and support CoP networks Incentive system, at least initially, until implicit benefits are appreciated.
Too much time & effort involved No obvious benefits or rewards Lack of confidence in knowledge developed
Build it formally into the working day Offer incentives Reward effort
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Medical Services
In-house competition
User-friendly system allows teams to check on their teams participation status Training & help for managers in use of IT system.
Managers are not supportive of initiative. Poor corporate culture of promotion of best practices sharing.
Include managers & key players in the planning stages of the project.
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Medical Services
Corporate solution Network & marketplace projects Build knowledge sharing into criteria for evaluating performance & for promotion. Offer incentives Better selection practices Use (partnerships) experts from other branches & countries Sanction the necessary budgets. Find sponsors if necessary.
Create structures for skills & expertise to be made widely known Match skills & expertise to tasks Best Practice Landscape
Poor IT structures
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Medical Services
Poor corporate culture does not foster openness or build confidence. No help in dealing with conflicts
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Medical Services
Critical Factors in overcoming barriers and making Best Practice Sharing possible/practical
Developing employee networks among BP owners: knowledge workers and engineers Exchanging Best Practice through a Martketplace Engaging knowledge officers: Patrons and Sponsors Mobilizing knowledge workers incentives/rewards Designing a content structure a best practice landscape Energizing support through knowledge engineers facilitators and Best Practice Office.
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Medical Services
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CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
Terminology Mergers and acquisitions (M&A) typically involve an exchange of financial instruments, especially shares and money, for the company physical and intellectual assets.
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CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
Once the exchange is accomplished the two organisations, one merging or taking over another, have to deal with consolidation: The possible differences in ways in which the people in each of the two organisations work with one another and work into their suppliers and clients. These differences are typically referred to as the differences between the cultures of the two organisations.
The different geographical locations of the two organisation particularly if the locations are across linguistic / national boundaries.
The various information and communication technology systems in the two organisations.
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CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
It has been reported that 4 out of 5 mergers fail to deliver adequate return to the share holder or meet the original objectives of the merger
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CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
Terminology
Once the more concrete aspects of consolidation, e.g. exchange of financial instrument, legal instruments, physical movement of people, understanding / reorientation of ICT systems, is over, then the knowledge assets have to be merged and when necessary pruned.
The consolidation of knowledge assets is of crucial importance of the so-called post closing management. The term closing refers to the closure of the bulk of 110 financial and legal transactions.
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CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
Merger
Siemens Information and Communication Products (Germany) and Fujitsu Corp (Japan) combined or merged their PC, server and main frame business to form Fujitsu Siemens computers with headquarters in Amsterdam, the Netherlands.
Demerger
Siemens Nixdorf Retail and Banking systems - retail banking and point of sale terminals (itself a merger of Siemens GmBH and Nixdorff Information System in the early 1990s)
Joint venture Siemens Information and Communication Mobile (Germany) and NEC (Japan) 111 created Mobisphere (U/C)
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CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
Mergers and acquisitions:One important aspect of consolidation is to assess which of the assets are to be preserved and nurtured and which of the assets have to be sold off or otherwise disposed. The noun divestment is used which is rotted in the verb divest which in general language means to deprive, as of rights or property; dispossess.
The term divestment is probably the antonym of investment, which has as one of its meanings Property or another possession acquired for future financial return or benefit and is rooted in the verb invest - to commit (money or capital) in order to gain financial return. 112
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CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
Processes: Preparation Focus Establish goals and strategies for working out synergies, acquisitions / divestments Financial Approval; Contractural Approval Tasks Analysis Evaluation Execution Key Deliverables Feasibility report Memorandum of understanding Investment application for M&A Approval Document M&A contract
Transaction
Post Closing
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CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
MAKE is a network of distributed expertise. The expertise, or the documented expertise was made available through an Intranet platform. A common language for sharing knowledge across different areas of M&A expertise.
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KNOWLEDGE MANAGEMENT
AFTERWORD
There is much discussion about the intellectual capital of large and small organisations amongst management scholars, sociologists, and in the emergent discipline of knowledge management. Intellectual capital is a term coined to distinguish this kind of wealth from material capital - the real-estate and financial instruments comprising an organisation.
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KNOWLEDGE MANAGEMENT
REVISION Case Studies {Xerox; Honda, Canon} Matsushita, APQC, Siemens (4) British Petroleum, Microsoft. Theory/Empirical Framework Nonaka & Takeuchi Cybernetics & Feedback: Agyris and others
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KNOWLEDGE MANAGEMENT
REVISION 1. Innovation Case Studies Xerox; Canon; Sharp 2. Theory/Empirical Framework Nonaka & Takeuchi K. Conversion Feedback systems 3. Best Practice Microsoft Software Development Siemens IIa-IId
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KNOWLEDGE MANAGEMENT
REVISION
Themes: Ownership, Management, Expertise Learning Organisations Feedback; Discovery; Observation; Teaching Innovation and Change; Knowledge Spirals Best Practice and Improvement IT solutions for KM are only a part of the solution
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Exploitation System
Central & Unilateral
Symbiosis System
Constituent & Synergetic Self-reflective, retrospective Relational Process Parallel & Concurrent Boundary-less & Cross-functional Clustered Single or parallel sourcing Risk sharing Profit sharing Commitment Co-creation Co-advancement Permeable Absorptive Win-win Organic Open-end Homeochaos
Functional Result Serial &Sequential Delineative Arms length Bidding Multiple sourcing Short term contracts Bargaining Distribution Survival Dichotomous Antagonistic Win-lose Mechanistic Dead end, cul-de-sac Homeostasis
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Development Time
1979
1985
1985
Late 1987
Early 1988 6 months
Early 1990
mid 1990 3 months
Late 1992
Late 1992 At par with Japan & US
mid 1995
Early 1995 Ahead of Japan & US
1983 4 years
1984 2 years
1986 1 year
Sample Shipment Time Pioneer in US & Japan Pioneer in Korea 1st half of 1980 2nd half of 1984 1st half of 1986 1 years 2nd half of 1986 2nd half of 1987 1 year 2nd half of 1989 2nd half of 1991
Gap
years
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A system supporting cooperative processes should provide its users with the following services, independent of their mutual spatial and / or temporal distance (the list is not exhaustive; see also (Agostini, De Michelis, and Grasso, 1997):
Recording all the events characterising a cooperative process together with the documents generated and exchanged in it, linking them in such a way as to reflect the history of which they are a part;
Recording the knowledge created by earning from past experiences, helping users to design and change the plans they can use to perform their activities and to enact them when needed;
Situating, in any moment, users in the appropriate context, making them accessible to knowledge about the cooperative process where they are performing.
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