Knowledge Management

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Knowledge Management : 

Knowledge Management

Changing Business Paradigm…. : 

Changing Business Paradigm…. Ever Increasing Market Firms Confronted with worldwide competition Innovation & Collaborations are hottest rudiments of Business. Intellectual Capital and innovations are emerging as key growth engines of Business There is a balance between Organizational learning and organizational Growth

New work environment : 

New work environment It is complex Semi-structured Performance-oriented Focusing on high returns Emphasis is on creativity, talent, knowledge & performance Process innovation centric approach Value Migration

Sustaining Change….. : 

Sustaining Change….. “ The Basic Economic Resources – the means of production – is no longer Capital, nor natural resources, nor labour. It is and will be knowledge ” – Peter Drucker Shift from Physical asset Oriented to Intellectual asset oriented economy. Values have to be derived from intellectual capital Continuous learning should be an integral part of organisation. Knowledge & Expertise of the organisation and Individuals should be seen as Critical Resources.

Why knowledge? : 

Why knowledge? A Firm is Resources + Capabilities, the capabilities tapped in organisation & individuals are essential for sustaining competitive advantages. The raise of ‘Organisational learning” – the question of survival, success and sustainability Knowledge is only inimitable resources The sustained competitive advantage comes only from what you know and how fast you can put into action. The most advantageous tool to Deal with Change

What is knowledge? : 

What is knowledge? Knowledge is information combined with experience, context, interpretation and reflection. It is high value form of information that is ready to apply to decisions and actions Knowledge is ‘Justified true belief’ “Knowledge is experience. Every thing else is just information” – Albert Einstein “The wise see Knowledge & action as one” – The Bhagavad Gita

Stages from Data to Knowledge : 

Stages from Data to Knowledge DATA INFORMATION KNOWLEDGE EXPERTISE Codifiable, explicit Easily transferable Individual, judgmental Contextual, tacit

FORMS OF KNOWLEDGE : 

FORMS OF KNOWLEDGE Explicit Knowledge / Enterprise Knowledge Formal and systematic Easily communicated and shared Recordable, articulately quantifiable, transmittable E.g.: product Specification, Computer Programme, Process sheets, methods of working, Engineering Drawing etc.

Forms of knowledge : 

Forms of knowledge Tacit Knowledge / Individual Knowledge Hard to formalize, as it differs from individual to individual. Difficult to communicate Deeply rooted in action Judgement, Intuition, Feelings Inside Locked and inimitable unless being revealed. Consists of Technical Skills (Know – How & Why) and Cognitive Dimensions (mental models)

What does KM involve : 

What does KM involve Ensure right knowledge to right persons at right time and in right format Leverage existing Knowledge and potential of IT Make knowledge sharing a dominant culture Gain Competitive Advantage ACQUIRE MANAGE DISSEMINATE IDENTIFY

Slide 11: 

“The efficiency of a firm depends on how fast it bridges the gap between what it knows and what it needs to know” Rate of Change Rate of Learning Knowledge Gap Change Time

Two Thrusts of KM : 

Two Thrusts of KM KM Sharing existing knowledge “Knowing what you know” 2. Knowledge for Innovation “Creating and Converting”

Why Knowledge Management ? : 

Why Knowledge Management ? Not to reinvent the wheel : solution exists/ known somewhere in the organization Learn from past mistakes – ours or others Knowledge resource depletion, Reduction, migration & brain-drain Innovate & lead change in the business WISE MEN LEARN FROM THEIR MISTAKES THE WISER LEARN FROM OTHERS MISTAKES ALSO

Implementing knowledge management systems : 

Implementing knowledge management systems

Seven Levers : 

Seven Levers Customer Knowledge - the most vital knowledge Knowledge in Products - ‘smarts’ add value Knowledge in People - but people ‘walk’ Knowledge in Processes - know-how when needed Organizational Memory - do we know what we know? Knowledge in Relationships - richness and depth Knowledge Assets - intellectual capital

Knowledge Cycle : 

Knowledge Cycle Create KM Cycle Knowledge Repository Identify Classify Access Use/Exploit Collect Organize/ Store Share/ Disseminate

Slide 17: 

Best Knowledge Transfer Technology Face-to-Face Interaction Best Knowledge Repository A Community or Group of people is the best repository of knowledge

Slide 18: 

Establish effective information capture and management systems & processes THE KM JOURNEY - THE FIVEFOLD WAY Identify/map organisational & individual knowledge capabilities – your knowledge asset register Codify knowledge where possible, but don’t discard non-codifiable (tacit) components Nourish a culture that supports and rewards knowledge sharing Promote individual knowledge development AND THEY ALL INTERACT!

Slide 19: 

WHAT KNOWLEDGE MANAGEMENT INITIATIVES ARE EXISTING OR PLANNED IN YOUR COMPANY?

Challenges of Knowledge Management : 

Challenges of Knowledge Management Not only of how to develop new knowledge, BUT How to locate and acquire others’ knowledge? How to diffuse knowledge in your organization? How to recognize knowledge interconnections? How to embody knowledge in products? How to get access to the learning experiences of customers?

Slide 21: 

What are the barriers to implementing knowledge management?

Slide 22: 

“A love affair with knowledge will never end in heartbreak”.  ~Michael garrett marino “He who rejects change is the architect of decay.  The only human institution which rejects progress is the cemetery”.  ~Harold wilson

Thank you for your patience

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