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Plug-n-Play KM for Flexibility

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KM Chicago
KM Chicago

KM Chicago (July, 2005)

Business
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Plug-n-Play Knowledge Management Designing for Flexibility and Agility Kevin C. Desouza Director, Institute for Engaged Business Research The Engaged Enterprise E-mail: desouza@engagedenterprise.com Presentation to: KM Chicago July 12, 2005
Knowledge Management Systems ,[object Object],[object Object],[object Object],[object Object],[object Object]
Poorly designed KMSs? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Designing KMSs ,[object Object],[object Object],[object Object],[object Object]
Balancing Design Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Designer User KMS
DP 1: Breaking-Up of KM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Technologies Process Knowledge People
DP 2: Segmenting of KM Components ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DP 3: Workflow Models ,[object Object],[object Object],[object Object],[object Object],[object Object]
DP 3: Workflow Models [contd.] Information or Knowledge from Sources Processing of Information and Knowledge Using Analytics Interpreting Information and Knowledge Acting on Interpretations Hunches or Insights Potential Knowledge Working Knowledge Refined Knowledge Best Practices Ad-Hoc Processes Localized Processes Inter-Connected Processes Organized Process Arch. Optimizing Process Arch.
DP 3: Work-Flow Models [contd.] Static versus Dynamic Workflow Models Generates or Identifies Knowledge Documents the Knowledge Puts Knowledge into Practice for Testing Communicates Knowledge Refines Knowledge Enriches Knowledge Applies Knowledge
DP 4: Map KM Components to Workflow ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DP 5: Plug-n-Play for Agility and Flexibility ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The End-Game: Flexible & Agile KMS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Keep Thinking! Be Bold! Be Imaginative! Questions or Comments Kevin C. Desouza [email_address] www.engagedenterprise.com

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Plug-n-Play KM for Flexibility

  • 1. Plug-n-Play Knowledge Management Designing for Flexibility and Agility Kevin C. Desouza Director, Institute for Engaged Business Research The Engaged Enterprise E-mail: desouza@engagedenterprise.com Presentation to: KM Chicago July 12, 2005
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  • 9. DP 3: Workflow Models [contd.] Information or Knowledge from Sources Processing of Information and Knowledge Using Analytics Interpreting Information and Knowledge Acting on Interpretations Hunches or Insights Potential Knowledge Working Knowledge Refined Knowledge Best Practices Ad-Hoc Processes Localized Processes Inter-Connected Processes Organized Process Arch. Optimizing Process Arch.
  • 10. DP 3: Work-Flow Models [contd.] Static versus Dynamic Workflow Models Generates or Identifies Knowledge Documents the Knowledge Puts Knowledge into Practice for Testing Communicates Knowledge Refines Knowledge Enriches Knowledge Applies Knowledge
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  • 14. Keep Thinking! Be Bold! Be Imaginative! Questions or Comments Kevin C. Desouza [email_address] www.engagedenterprise.com

Hinweis der Redaktion

  1. This presentation will raise more questions than answers. Think about ERP systems that are supposed to help in knowledge and information flows within the organizations, they make work static and rigid, rather than enabling for flexibility and agility.