Some questions that need to be thought about and resolved are:. KM was initially driven primarily by IT, information technology, and the desire to put that new technology, the Internet, to work and see what it was capable of. The concept of intellectual capital, the notion that not just physical resources, capital, and manpower, but also intellectual capital knowledge fueled growth and development, provided the justification, the framework, and the seed.
The availability of the internet provided the tool. As described above, the management consulting community jumped at the new capabilities provided by the Internet, using it first for themselves, realizing that if they shared knowledge across their organization more effectively they could avoid reinventing the wheel, underbid their competitors, and make more profit.
The central point is that the first stage of KM was about how to deploy that new technology to accomplish more effective use of information and knowledge. Within a few years the second stage of KM emerged when it became apparent that simply deploying new technology was not sufficient to effectively enable information and knowledge sharing.
It became obvious that human and cultural dimensions needed to be incorporated. It became clear that KM implementation would involve changes in the corporate culture, in many cases rather significant changes. Consider the case above of the new pediatric medicine and the discovery of the efficacy of adding orange juice to the recipe.
Pharmaceutical sales reps are compensated primarily not by salary, but by bonuses based on sales results. What is in it for that sales rep to share her new discovery when the most likely result is that next year her bonus would be substantially reduced? The changes needed in corporate culture to facilitate and encourage information and knowledge sharing can be major and profound.
KM therefore extends far beyond just structuring information and knowledge and making it more accessible. In particular, the organizational culture needs to be examined in terms of how it rewards information and knowledge sharing. In many cases the examination will reveal that the culture needs to be modified and enriched.
Often this will involve examining and modifying how the compensation scheme rewards information and knowledge sharing. This implies a role for KM that very few information professionals have had to be involved with in the past.
A major component of this second stage was the design of easy-to-use and user-friendly systems. The metaphor that was used was that the interface, the Desktop Interface, should appear almost intuitively obvious, like the dashboard of an automobile. This was of course before the proliferation of chips in automobiles and the advent of user manuals that were inches thick.
Human factors design became an important component of KM. As this recognition of the importance of human factors unfolded, two major themes from the business literature were brought into the KM domain. Both were not only about the human factors of KM implementation and use; they were also about knowledge creation as well as knowledge sharing and communication.
A good indicator of the shift from the first to the second stage of KM is that for the Conference Board conference on KM, there was, for the first time, a noticeable contingent of attendees from HR, human resource departments. By the next year, , HR was the largest single group, displacing IT attendees from first place.
The third stage developed from the awareness of the importance of content, and in particular the awareness of the importance of the retrievability of that content, and therefore the importance of the arrangement, description, and the syndetic structure of that content.
The hallmark phrases emerging for the third stage are content management or enterprise content management and taxonomies.
In , KMWorld added a two-day workshop entitled Taxonomy Boot Camp, which not only still continues today, and is a day longer, but has also expanded to international locations.
The hallmark terms for the third stage of KM are taxonomy and content. The third stage continues today and is expanding. The buyer was entitled to voluminous files of company records, but how was Rolls Royce to separate those from other records with valuable proprietary data that was not part of the sale, and that Rolls Royce wanted to maintain as proprietary knowledge, amidst a sea of structured and unstructured data? The answer was a major project to taxonomize, organize, index, and retrieve massive amounts of data and records.
A short demonstration convinced him otherwise. A good idea is to browse the KMWorld website kmworld. The late 20th Century, extending into the 21st Century, was characterized by an almost continuous stream of information and knowledge-related topics and enthusiasms.
Below is a list of those enthusiasms, in roughly chronological order, with the earlier at the top of the list.
In some cases, where it is today not so obvious from the name, there is a brief description of what the topic or the enthusiasm consisted of.
The list is impressively long, and all these topics and enthusiasms are related to the management of information and knowledge, or the management of information processing functions.
It would be very hard to come up with a very much shorter list of management topics and enthusiasms of the same era that were not related to the management of information and knowledge or to the management of information processing functions. If the list is so long, and they have so major a theme in common, has there not been some recognition that all these trees constitute a forest?
It can further be argued that the typical new topic or enthusiasm, the cloud and big data for example, can be seen as emerging from within KM. A more useful and nuanced categorization is explicit, implicit, and tacit. Nonaka uses the story of the tacit knowledge that was necessary to develop a home bread maker. To understand what was needed to design a machine to knead dough properly, it was necessary for the engineers to work with bread makers to get the feel for how the dough needed to be manipulated.
But frankly the extent of knowledge that is truly tacit, like how to get up on water skis, that overlaps with the interests of KM systems is rather small. What is often very extensive is the amount of implicit information that could have been made explicit, but has not been. That it has not been is usually not a failure, but usually simply a cost-effective decision, usually taken unconsciously, that it is not worth the effort.
The after action comments above under Lessons Learned illustrate this important point. One long standing KM issue is the need to retain the knowledge of retirees.
The fact that the baby boomer bulge is now reaching retirement age is making this issue increasingly important. KM techniques are very relevant to this issue. This idea seems straightforward enough, and debriefing the retiree and those with whom he works closely about what issues they perceive as likely to surface or that could possibly arise is obvious common sense. But only in special cases is the full data dump approach likely to be very useful.
Spend less time recreating existing knowledge: With effective knowledge management, everyone within the organization can spend less time answering repetitive questions and focus on more meaningful and enjoyable work. Speed up innovation: Employees benefit from access to expert knowledge to do their job effectively and efficiently. This access also allows them to leverage findings from other teams so mistakes aren't repeated and learnings spread quicker. Make it real-time: Real-time knowledge has tremendous value.
Everything within an organization is updated and changed on a regular basis. Having access to up-to-date information is crucial as it ensures decisions are made based on the most accurate information, saving time and money.
Knowledge and experience shifts. Companies need to keep this in mind, plan for it and use it to their advantage. Decide how to capture knowledge: Identify all the sources of knowledge within your organization. Find the best place to share knowledge: Building or adopting a knowledge management solution is the first valuable step. However, employees need to understand how to use it to access information.
Adopt a system that integrates into workplace tools: The most effective way to get employees to embrace a knowledge management system is ease-of-use. This makes everything much simpler and more objective. Knowledge Management is exactly that but aimed at corporations, connecting the past, present, and future through information. Knowledge Management is a fool-proof organizational system.
Focusing on human development and consists of 4 steps:. When we talk about Knowledge Management, we go far beyond just information. The process for managing the creation, sharing, and application of knowledge builds and connects different perspectives. It guarantees the creation and maintenance of a new business culture centered around disseminating experiences within your organization. Today, we can say that knowledge is the strategic asset of global champions.
Knowledge Management is the turning point to provide an agile network of experience sharing, strengthening organizational environments, and collaboration.
It is what generates value for the business, allowing for more aligned and assertive decision-making. Still, the reality is that many corporations are still lacking in organizing and storing information, even more so when making that information readily available to employees. Systematizing the use of acquired knowledge and collective learning is a complex and constant challenge. Knowledge cannot be withheld. It needs to be visible and easily accessible. Intranets: These private computer networks built on searchable platforms can provide an easily accessible resource for information that enhances collaboration and social networking within your enterprise.
But intranets do have some risks , including easy access by unauthorized personnel. In addition, they are costly and time-consuming to maintain. Wikis: These web pages are easy-to-use collaborative tools that allow anyone to publish and store information in a central location.
They can be good places to maintain business documents or product catalogues. However, because they can be openly edited, wikis can often include wrong information. Social networking can influence organizational knowledge. Knowledge management systems can apply social networking to identify, document, and transfer knowledge.
The more effectively and efficiently a company shares its information with its employees, the better the business will perform. The benefits of knowledge management include:. Learn how to get the knowledge management process started at your company.
See how Guru captures, transforms, and delivers knowledge when you need it. Why Guru? With Guru's collaborative knowledge management solution, answers find you. Product enablement. The latest product information, delivered to reps in their workflow. Internal communications. Teams stay connected with anytime access to expert-verified information.
Employee onboarding.
0コメント