SlideShare ist ein Scribd-Unternehmen logo
1 von 41
Downloaden Sie, um offline zu lesen
KNOWLEDGE MANAGEMENT
TRIMESTER 6: PGDM 2011-13
By
FIRDAUS KHAN
Assoc. Professor (Finance & Corp. Training)
ICBM-SBE, AP, India
firdaus@icbm.ac.in4/30/2013
Data Overload?
Or Knowledge Revolution?
• Every day, we create 2.5 quintillion bytes
of data — so much that 90% of the data in
the world today has been created in the
last two years alone!
• 1.8 zettabytes is being created & replicated
this year alone. It would require 57.5
billion 32 GB iPads to store & will be
worth about $34.4 trillion - equivalent to
the GDP of USA, Japan, China, Germany,
France, UK & Italy combined!!
firdaus@icbm.ac.in
firdaus@icbm.ac.in
Knowledge Shared = (Knowledge)2
HOW HAS THE MODERN WORK
ENVIRONMENT CHANGED?
firdaus@icbm.ac.in
Traditional Work
• Data oriented
• Internal
• Centralized
• Hierarchy
• Structured,
deterministic
• 1 position, 1 person
• Fixed work station
• Things
• Coordination of
access, integrity &
control of
redundancy
Knowledge Work
• Communication oriented
• Cooperation, Coopetition,
Networks
• Decentralized
• Network
• Unstructured, ad-hoc
workflows
• Multiple roles per person
• Mobile, virtual, multiple
workstations,
telecommuting
• Flows
• Synchronization, info
sharing, search &
retrieval
firdaus@icbm.ac.in
Criteria
• Orientation
• Focus
• Command
• Structure
• Process
• Role
• Workspace
• Location of
value
• Data
Handling
DIMENSIONS OF KNOWLEDGE WORK
firdaus@icbm.ac.in
DATA
vs.
INFORMATION
vs.
KNOWLEDGE
firdaus@icbm.ac.in
Data, Information & Knowledge
• Data refers to facts, which have not been
structured & have not been interpreted,
therefore have no meaning.
• Information is relevant, structured and
meaningful data. There is a sender & a
receiver. It can be stored on media such as
paper, computer, audio tape, etc.
• Knowledge is factual information acquired
through personal experience. It has a purpose
& intent but is emergent & socially
constructed. It exists only in people’s heads.
firdaus@icbm.ac.in
FROM DATA TO WISDOM
Wisdom
Knowledge
Information
Data
firdaus@icbm.ac.in
MEANING
CONTEXT
INSIGHT
TYPES OF KNOWLEDGE
TACIT KNOWLEDGE
EXPLICIT KNOWLEDGE
EMBRAINED KNOWLEDGE
EMBODIED KNOWLEDGE
ENCULTURED KNOWLEDGE
EMBEDDED KNOWLEDGE
ENCODED KNOWLEDGE
firdaus@icbm.ac.in
firdaus@icbm.ac.in
firdaus@icbm.ac.in
KM DRIVERS
KM
Fragmentation
of Knowledge
Need for
Speed –
Cycle Time
Reduction
Knowledge
Attrition
Globalization
& Knowledge
Merging
Content
Management
E-Learning
firdaus@icbm.ac.in
KM IS INTER-DISCIPLINARY
• Cognitive science
• Relational and object databases,
• Expert systems, Artificial Intelligence,
• Computer-supported collaborative work (groupware),
object-oriented information modeling
• Library and information science
• Technical writing, Document management
• Decision support systems, Simulation
• Semantic networks
• Organizational science, performance support systems
• Electronic publishing technology, hypertext, internet
firdaus@icbm.ac.in
KNOWLEDGE MANAGEMENT
• Knowledge Management can be defined as a
systematic process that creates, captures, shares,
and analyzes knowledge in ways that directly
improve organizational performance.
• It comprises a range of strategies and practices
used in an organization to identify, create,
represent, distribute, and enable the adoption
of insights and experiences.
• It is the ability to get the right information to the
right people at the right time, and in the right
place, so that an organization can be operated
smoothly and efficiently.
firdaus@icbm.ac.in
COMPONENTS OF KM CYCLE
firdaus@icbm.ac.in
KM TECHNOLOGIES
firdaus@icbm.ac.in
KM LIFE CYCLE
• Knowledge is acquired or captured using intranets,
extranets, groupware, web conferencing, and
document management systems.
• An organizational memory is formed by refining,
organizing, and storing knowledge using
structured repositories such as data warehouses.
• Knowledge is distributed through education,
training programs, automated knowledge based
systems, expert networks.
• Knowledge is applied or leveraged for further
learning and innovation via mining of the
organizational memory and the application of
expert systems such as decision support systems.
firdaus@icbm.ac.in
TOOLS USED IN EACH PHASE OF KM
firdaus@icbm.ac.in
OUTCOMES OF KM
• Foster innovation and organizational learning by
encouraging the free flow of ideas
• Improve decision making
• Improve customer service by streamlining
response time
• Boost revenues by getting products and services to
market faster
• Enhance employee retention rates by recognizing
the value of employees' knowledge and rewarding
them for it
• Streamline operations and reduce costs by
eliminating redundant or unnecessary processes
firdaus@icbm.ac.in
OUTCOMES OF KM (contd.)
• Achieving shorter new product development cycles
• Leveraging the expertise of people across the
organization
• Increasing network connectivity between internal
and external individuals
• Managing business environments and allowing
employees to obtain relevant insights
and ideas appropriate to their work
• Managing intellectual capital and intellectual
assets in the workforce (such as the expertise and
know-how possessed by key individuals)
firdaus@icbm.ac.in
KM IN PRACTICE
• Large revenue gains & efficiency improvements
have been recorded by many major companies.
• Ford Motor Company accelerated its concept-
to-production time from 36 months to 24
months.
• Dow Chemical Company saved $40 million a
year in the re-use of patents.
• Chase Manhattan Bank used CRM KM
initiatives to increase its annual revenue by 15%
• Pfizer credits KM practices for discovering the
hidden benefits of the Viagra drug.
firdaus@icbm.ac.in
CAN KNOWLEDGE
CREATE
COMPETITIVE ADVANTAGE?
firdaus@icbm.ac.in
“An organization’s capacity to
improve existing skills and learn
new ones is the most defensible
competitive advantage of all.”
- C.K. Prahlad
firdaus@icbm.ac.in
firdaus@icbm.ac.in
KNOWLEDGE STRATEGY
firdaus@icbm.ac.in
A Knowledge Strategy refers to the
planned balancing of an organization’s
knowledge resources & capabilities with
the knowledge required for providing
products and services superior to those of
its competitors.
– (Zack 1999b,131)
WHAT STRATEGIC OPTIONS
DOES A FIRM HAVE IN TERMS
OF A KNOWLEDGE STRATEGY?
firdaus@icbm.ac.in
Key Aspects of a Knowledge Strategy
• Which business areas should be the focus?
• Which type of knowledge should be
captured?
• Who is the target group?
• Which business process will the knowledge
strategy be applied to?
• Will the orientation be more human or
technological?
firdaus@icbm.ac.in
KM Strategy Focusing On Key
Business Areas
Improve
organization-
wide
handling of
knowledge
CRM
R & D
Value Chain
Mgt.
Geographical
Expansion
Post Merger
Integration
Virtual
Organization
firdaus@icbm.ac.in
KM Strategy Based on Type of
Knowledge
Degree of Increase in
Knowledge:
Primary Source of
Knowledge
Speed of Learning
Knowledge Base
Type of Knowledge to
Focus on
Orientation
• Exploitation
• Exploration
• Internal
• External
• Fast
• Slow
• Broad
• Narrow
• Tacit
• Explicit
• Human
• Technological
firdaus@icbm.ac.in
KM Strategy Based On Target
Group
Employee
Rank
Employee
Manager
Executive
Employee Life
Cycle
New recruits
Retirees
“To-be-
Promoted”
Types
Organizational
Scope
Core Group
Organization
Organization
& Partners
Unlimited
firdaus@icbm.ac.in
KM Strategy Based on Business
Process
Which
business
process
to target?
Simple vs.
Highly
Complex
Processes
Mgt. vs.
Core vs.
Service
Processes One
process vs.
Few vs. All
processes
firdaus@icbm.ac.in
firdaus@icbm.ac.in
firdaus@icbm.ac.in
EMPIRICAL ASPECTS -
Strategic KM Initiatives
Undertaken by Organizations
firdaus@icbm.ac.in
• Expert Directories
• Skill Databases
• Yellow Pages based on Knowledge Areas
Map Sources of
Internal Expertise
• Separate Unit headed by CKO
• Roles for Knowledge related tasks
• (K. Broker/Engineer, Subject Matter Expert)
Establish New
Knowledge Roles
• Greater number of mobile workers
• Disrupted social connections in a work
community
Create a Virtual
Work
Environment
• People working on same problem areas
• People having complementary knowledge
Create Networks of
Knowledge
Workers
• Balancing Push & Pull of Knowledge
• Connect seekers & providers of Knowledge
Support
knowledge Flows
In an Organization
firdaus@icbm.ac.in
• Making Knowledge available at points of action
• Spread the good word to as many in the network
Transfer of
Knowledge &
Best Practices
• Pull approach, not push. No micro-managing
• Each responsible for renewing & sharing own
knowledge assets
Personal
Responsibility for
Knowledge
• Capture knowledge about customers
• Provide customer-centric solutions, increase
customer loyalty
Customer
Focused
Knowledge
• Basic & Applied R&D
• Employee Motivation & Insights for Innovation
Innovation &
Knowledge
Creation
• Enterprise level management of patents,
technology, practices, etc
• Valuating, safekeeping, marketing of K. assets
Intellectual Asset
Management
Strategy
OPERATIONAL RISKS IN A KNOWLEDGE STR.
DEPENDENCY LIMITED QUALITY
INSUFFICIENT
KNOWLEDGE TRANSFER
LOSS OF KNOWLEDGE
ASSETS
KNOWLEDGE
RISKS
firdaus@icbm.ac.in
Barriers to a Knowledge Strategy
• Lack of motivation, ignorance or skilled
incompetence of knowledge provider
• Lack of motivation or insufficient
learning/retentive capacity or role –
constrained learning by knowledge seeker
• Insufficient context or ambiguity of
causality of transferred knowledge
• Infrastructural and cultural inadequacies
or hindrances
firdaus@icbm.ac.in
Factors Essential for the Success
of a Knowledge Strategy
• Holistic, integrated & standardized approach
• Knowledge Oriented Culture
• Management support
• Clear economic benefits
• Exact vision & language
• Effective aids for motivation
• Appropriate process orientation
• ICT & organizational infrastructure
• Stable knowledge structures
• Continuous participation of employees
firdaus@icbm.ac.in
“Knowledge has to be improved, challenged,
and increased constantly, or it vanishes.”
– Peter Drucker
firdaus@icbm.ac.in
Sources
• http://www.unc.edu/~sunnyliu/inls258/Introd
uction_to_Knowledge_Management.html
• Knowledge Management Systems - Ronald
Maier (3rd Edition, Springer)
• Mashable.com
firdaus@icbm.ac.in

Weitere ähnliche Inhalte

Was ist angesagt?

Organizing For Total Quality Management
Organizing For Total Quality ManagementOrganizing For Total Quality Management
Organizing For Total Quality ManagementSz Ali
 
Knowledge management strategy in xerox
Knowledge management strategy in xeroxKnowledge management strategy in xerox
Knowledge management strategy in xeroxMithisar Basumatary
 
Knowledge Management: Best Practices for Organization
Knowledge Management: Best Practices for OrganizationKnowledge Management: Best Practices for Organization
Knowledge Management: Best Practices for OrganizationIr. Haitan Rachman MT, KMPC
 
Business Transformation and Innovation
Business Transformation and InnovationBusiness Transformation and Innovation
Business Transformation and InnovationCapitaSymonds
 
Knowledge Management Lecture 1: definition, history and presence
Knowledge Management Lecture 1: definition, history and presenceKnowledge Management Lecture 1: definition, history and presence
Knowledge Management Lecture 1: definition, history and presenceStefan Urbanek
 
Skills Required for Supply Chain Management ppt
Skills Required for Supply Chain Management pptSkills Required for Supply Chain Management ppt
Skills Required for Supply Chain Management pptDr Jasbeer Singh
 
Digitalisation of Supply Chains by Michael Lynham
Digitalisation of Supply Chains by Michael Lynham Digitalisation of Supply Chains by Michael Lynham
Digitalisation of Supply Chains by Michael Lynham Micheal Lynham MMII
 
Introduction to knowledge management in theory and practice
Introduction to knowledge management in theory and practiceIntroduction to knowledge management in theory and practice
Introduction to knowledge management in theory and practiceDavmak Marketing & Brand Agency
 
Knowledge management
Knowledge managementKnowledge management
Knowledge managementSehar Abbas
 
Knowledge Management
Knowledge ManagementKnowledge Management
Knowledge ManagementSivathanu N
 
Km roadmap & strategy
Km roadmap & strategyKm roadmap & strategy
Km roadmap & strategyDjatmiko
 
Managing Knowledge at Work
Managing Knowledge at WorkManaging Knowledge at Work
Managing Knowledge at WorkOlivier Serrat
 
What Is Knowledge Management
What Is Knowledge ManagementWhat Is Knowledge Management
What Is Knowledge ManagementArt Schlussel
 
Attributes of a Knowledge leader
Attributes of a Knowledge leader Attributes of a Knowledge leader
Attributes of a Knowledge leader Apoorva Gowda
 
Knowledge Management system in current scenario.
Knowledge Management system in current scenario.Knowledge Management system in current scenario.
Knowledge Management system in current scenario.suba ramanujam
 

Was ist angesagt? (20)

Organizing For Total Quality Management
Organizing For Total Quality ManagementOrganizing For Total Quality Management
Organizing For Total Quality Management
 
Knowledge management strategy in xerox
Knowledge management strategy in xeroxKnowledge management strategy in xerox
Knowledge management strategy in xerox
 
Knowledge Management: Best Practices for Organization
Knowledge Management: Best Practices for OrganizationKnowledge Management: Best Practices for Organization
Knowledge Management: Best Practices for Organization
 
Business Transformation and Innovation
Business Transformation and InnovationBusiness Transformation and Innovation
Business Transformation and Innovation
 
Knowledge Management Lecture 1: definition, history and presence
Knowledge Management Lecture 1: definition, history and presenceKnowledge Management Lecture 1: definition, history and presence
Knowledge Management Lecture 1: definition, history and presence
 
Auditing Knowledge
Auditing KnowledgeAuditing Knowledge
Auditing Knowledge
 
Skills Required for Supply Chain Management ppt
Skills Required for Supply Chain Management pptSkills Required for Supply Chain Management ppt
Skills Required for Supply Chain Management ppt
 
Digitalisation of Supply Chains by Michael Lynham
Digitalisation of Supply Chains by Michael Lynham Digitalisation of Supply Chains by Michael Lynham
Digitalisation of Supply Chains by Michael Lynham
 
Knowledge Transfer at the Workplace
Knowledge Transfer at the WorkplaceKnowledge Transfer at the Workplace
Knowledge Transfer at the Workplace
 
Knowledge Management Tools
Knowledge Management ToolsKnowledge Management Tools
Knowledge Management Tools
 
Introduction to knowledge management in theory and practice
Introduction to knowledge management in theory and practiceIntroduction to knowledge management in theory and practice
Introduction to knowledge management in theory and practice
 
Knowledge management
Knowledge managementKnowledge management
Knowledge management
 
Knowledge Management
Knowledge ManagementKnowledge Management
Knowledge Management
 
Km roadmap & strategy
Km roadmap & strategyKm roadmap & strategy
Km roadmap & strategy
 
Managing Knowledge at Work
Managing Knowledge at WorkManaging Knowledge at Work
Managing Knowledge at Work
 
What Is Knowledge Management
What Is Knowledge ManagementWhat Is Knowledge Management
What Is Knowledge Management
 
Attributes of a Knowledge leader
Attributes of a Knowledge leader Attributes of a Knowledge leader
Attributes of a Knowledge leader
 
Knowledge management
Knowledge management Knowledge management
Knowledge management
 
Knowledge Management
Knowledge ManagementKnowledge Management
Knowledge Management
 
Knowledge Management system in current scenario.
Knowledge Management system in current scenario.Knowledge Management system in current scenario.
Knowledge Management system in current scenario.
 

Ähnlich wie Overview of Knowledge Management

Making Knowledge Management Clickable
Making Knowledge Management ClickableMaking Knowledge Management Clickable
Making Knowledge Management ClickableEnterprise Knowledge
 
Getting Knowledge Transfer Right Enterprise Wide Webinar
Getting Knowledge Transfer Right Enterprise Wide WebinarGetting Knowledge Transfer Right Enterprise Wide Webinar
Getting Knowledge Transfer Right Enterprise Wide WebinarConcept Searching, Inc
 
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...Joe Hessmiller
 
Lessons from the front line: Next generation knowledge management using socia...
Lessons from the front line: Next generation knowledge management using socia...Lessons from the front line: Next generation knowledge management using socia...
Lessons from the front line: Next generation knowledge management using socia...Velrada
 
Zinnov Confluence 2014 : US Chapter : Summary of conference final uploaded in...
Zinnov Confluence 2014 : US Chapter : Summary of conference final uploaded in...Zinnov Confluence 2014 : US Chapter : Summary of conference final uploaded in...
Zinnov Confluence 2014 : US Chapter : Summary of conference final uploaded in...Zinnov
 
Knowledge management-competitive-advantage
Knowledge management-competitive-advantageKnowledge management-competitive-advantage
Knowledge management-competitive-advantageMoncy Varghese
 
DPBoK Foundation Certification Introduction
DPBoK Foundation Certification IntroductionDPBoK Foundation Certification Introduction
DPBoK Foundation Certification IntroductionAshraf Fouad
 
Lessons from the front line: next-generation knowledge management in the reso...
Lessons from the front line: next-generation knowledge management in the reso...Lessons from the front line: next-generation knowledge management in the reso...
Lessons from the front line: next-generation knowledge management in the reso...Velrada
 
Knowledge Management Overview
Knowledge Management OverviewKnowledge Management Overview
Knowledge Management OverviewRahul Sudame
 
Big Data: Big Deal or Buzzword
Big Data: Big Deal or Buzzword Big Data: Big Deal or Buzzword
Big Data: Big Deal or Buzzword Hiring Solved
 
03. KM - KM CYCLE.pptx
03. KM - KM  CYCLE.pptx03. KM - KM  CYCLE.pptx
03. KM - KM CYCLE.pptxTemetemeasas
 
Knowledge Management by the Numbers
Knowledge Management by the NumbersKnowledge Management by the Numbers
Knowledge Management by the NumbersEnterprise Knowledge
 
KM Showcase: Conference View and Knowledge Management 2020 and Beyond
KM Showcase: Conference View and Knowledge Management 2020 and BeyondKM Showcase: Conference View and Knowledge Management 2020 and Beyond
KM Showcase: Conference View and Knowledge Management 2020 and BeyondEnterprise Knowledge
 
KM SHOWCASE 2020 - Keynote Address - Zach Wahl
KM SHOWCASE 2020 - Keynote Address - Zach WahlKM SHOWCASE 2020 - Keynote Address - Zach Wahl
KM SHOWCASE 2020 - Keynote Address - Zach WahlKM Institute
 
Overcoming Capability Gaps in Information Transparency, Knowledge Management,...
Overcoming Capability Gaps in Information Transparency, Knowledge Management,...Overcoming Capability Gaps in Information Transparency, Knowledge Management,...
Overcoming Capability Gaps in Information Transparency, Knowledge Management,...Concept Searching, Inc
 

Ähnlich wie Overview of Knowledge Management (20)

Making Knowledge Management Clickable
Making Knowledge Management ClickableMaking Knowledge Management Clickable
Making Knowledge Management Clickable
 
Chapter 01 km
Chapter 01 kmChapter 01 km
Chapter 01 km
 
Getting Knowledge Transfer Right Enterprise Wide Webinar
Getting Knowledge Transfer Right Enterprise Wide WebinarGetting Knowledge Transfer Right Enterprise Wide Webinar
Getting Knowledge Transfer Right Enterprise Wide Webinar
 
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...
Knowledge Management - It's Not a Good Idea If It Can't Be Implemented by Joe...
 
Lessons from the front line: Next generation knowledge management using socia...
Lessons from the front line: Next generation knowledge management using socia...Lessons from the front line: Next generation knowledge management using socia...
Lessons from the front line: Next generation knowledge management using socia...
 
Zinnov Confluence 2014 : US Chapter : Summary of conference final uploaded in...
Zinnov Confluence 2014 : US Chapter : Summary of conference final uploaded in...Zinnov Confluence 2014 : US Chapter : Summary of conference final uploaded in...
Zinnov Confluence 2014 : US Chapter : Summary of conference final uploaded in...
 
Knowledge management-competitive-advantage
Knowledge management-competitive-advantageKnowledge management-competitive-advantage
Knowledge management-competitive-advantage
 
DPBoK Foundation Certification Introduction
DPBoK Foundation Certification IntroductionDPBoK Foundation Certification Introduction
DPBoK Foundation Certification Introduction
 
Lessons from the front line: next-generation knowledge management in the reso...
Lessons from the front line: next-generation knowledge management in the reso...Lessons from the front line: next-generation knowledge management in the reso...
Lessons from the front line: next-generation knowledge management in the reso...
 
Knowledge Management Overview
Knowledge Management OverviewKnowledge Management Overview
Knowledge Management Overview
 
Chapter10
Chapter10Chapter10
Chapter10
 
Big Data: Big Deal or Buzzword
Big Data: Big Deal or Buzzword Big Data: Big Deal or Buzzword
Big Data: Big Deal or Buzzword
 
Managing knowledge
Managing knowledgeManaging knowledge
Managing knowledge
 
03. KM - KM CYCLE.pptx
03. KM - KM  CYCLE.pptx03. KM - KM  CYCLE.pptx
03. KM - KM CYCLE.pptx
 
Knowledge Management by the Numbers
Knowledge Management by the NumbersKnowledge Management by the Numbers
Knowledge Management by the Numbers
 
KM Showcase: Conference View and Knowledge Management 2020 and Beyond
KM Showcase: Conference View and Knowledge Management 2020 and BeyondKM Showcase: Conference View and Knowledge Management 2020 and Beyond
KM Showcase: Conference View and Knowledge Management 2020 and Beyond
 
KM SHOWCASE 2020 - Keynote Address - Zach Wahl
KM SHOWCASE 2020 - Keynote Address - Zach WahlKM SHOWCASE 2020 - Keynote Address - Zach Wahl
KM SHOWCASE 2020 - Keynote Address - Zach Wahl
 
Chapter 1a.ppt
Chapter 1a.pptChapter 1a.ppt
Chapter 1a.ppt
 
Overcoming Capability Gaps in Information Transparency, Knowledge Management,...
Overcoming Capability Gaps in Information Transparency, Knowledge Management,...Overcoming Capability Gaps in Information Transparency, Knowledge Management,...
Overcoming Capability Gaps in Information Transparency, Knowledge Management,...
 
Km
KmKm
Km
 

Mehr von Dr. Firdaus Khan

PROJECT RISK MGT., MANAGING CRISIS PROJECTS
PROJECT RISK MGT., MANAGING CRISIS PROJECTSPROJECT RISK MGT., MANAGING CRISIS PROJECTS
PROJECT RISK MGT., MANAGING CRISIS PROJECTSDr. Firdaus Khan
 
PROJECT CONSULTANTS & PROJECT SCOPE
PROJECT CONSULTANTS & PROJECT SCOPEPROJECT CONSULTANTS & PROJECT SCOPE
PROJECT CONSULTANTS & PROJECT SCOPEDr. Firdaus Khan
 
CF_Unit 1 (1.1) CA2013-Types of Companies
CF_Unit 1 (1.1) CA2013-Types of CompaniesCF_Unit 1 (1.1) CA2013-Types of Companies
CF_Unit 1 (1.1) CA2013-Types of CompaniesDr. Firdaus Khan
 
CF_8 UNIT4 Risk Reporting & Risk Mgt
CF_8 UNIT4 Risk Reporting & Risk MgtCF_8 UNIT4 Risk Reporting & Risk Mgt
CF_8 UNIT4 Risk Reporting & Risk MgtDr. Firdaus Khan
 
CF_7 UNIT 3 Multiple Investments & Risk Mgt
CF_7 UNIT 3  Multiple Investments & Risk MgtCF_7 UNIT 3  Multiple Investments & Risk Mgt
CF_7 UNIT 3 Multiple Investments & Risk MgtDr. Firdaus Khan
 
CF_5 UNIT2 OFFENSIVE & DEFENSIVE STRATEGIES
CF_5 UNIT2 OFFENSIVE & DEFENSIVE STRATEGIESCF_5 UNIT2 OFFENSIVE & DEFENSIVE STRATEGIES
CF_5 UNIT2 OFFENSIVE & DEFENSIVE STRATEGIESDr. Firdaus Khan
 
CF_1 UNIT1 Agency&Corp Val
CF_1 UNIT1 Agency&Corp ValCF_1 UNIT1 Agency&Corp Val
CF_1 UNIT1 Agency&Corp ValDr. Firdaus Khan
 
CF_4 UNIT2 CORP RESTRUCTURING_ intro
CF_4 UNIT2 CORP RESTRUCTURING_ introCF_4 UNIT2 CORP RESTRUCTURING_ intro
CF_4 UNIT2 CORP RESTRUCTURING_ introDr. Firdaus Khan
 
CF_2 UNIT1 Sums corp_val_bv,adj bv,lv,dcf
CF_2 UNIT1 Sums corp_val_bv,adj bv,lv,dcfCF_2 UNIT1 Sums corp_val_bv,adj bv,lv,dcf
CF_2 UNIT1 Sums corp_val_bv,adj bv,lv,dcfDr. Firdaus Khan
 
Google Moonshots: A Bridge Across Forever (case study)
Google Moonshots: A Bridge Across Forever (case study)Google Moonshots: A Bridge Across Forever (case study)
Google Moonshots: A Bridge Across Forever (case study)Dr. Firdaus Khan
 
GOOGLE MOONSHOTS (Technical problem with the other link, hence uploading the ...
GOOGLE MOONSHOTS (Technical problem with the other link, hence uploading the ...GOOGLE MOONSHOTS (Technical problem with the other link, hence uploading the ...
GOOGLE MOONSHOTS (Technical problem with the other link, hence uploading the ...Dr. Firdaus Khan
 

Mehr von Dr. Firdaus Khan (20)

PROJECT RISK MGT., MANAGING CRISIS PROJECTS
PROJECT RISK MGT., MANAGING CRISIS PROJECTSPROJECT RISK MGT., MANAGING CRISIS PROJECTS
PROJECT RISK MGT., MANAGING CRISIS PROJECTS
 
PROJECT CONSULTANTS & PROJECT SCOPE
PROJECT CONSULTANTS & PROJECT SCOPEPROJECT CONSULTANTS & PROJECT SCOPE
PROJECT CONSULTANTS & PROJECT SCOPE
 
INVESTMENT BANKING
INVESTMENT BANKING INVESTMENT BANKING
INVESTMENT BANKING
 
BEHAVIOURAL FINANCE
BEHAVIOURAL FINANCEBEHAVIOURAL FINANCE
BEHAVIOURAL FINANCE
 
Questionnaire Design
Questionnaire DesignQuestionnaire Design
Questionnaire Design
 
CF_ U5 US Mortgage
CF_ U5 US MortgageCF_ U5 US Mortgage
CF_ U5 US Mortgage
 
CF_Unit 1 (1.2) CA 2013
CF_Unit 1 (1.2) CA 2013CF_Unit 1 (1.2) CA 2013
CF_Unit 1 (1.2) CA 2013
 
CF_Unit 1 (1.1) CA2013-Types of Companies
CF_Unit 1 (1.1) CA2013-Types of CompaniesCF_Unit 1 (1.1) CA2013-Types of Companies
CF_Unit 1 (1.1) CA2013-Types of Companies
 
Actuarial sc ans
Actuarial sc ansActuarial sc ans
Actuarial sc ans
 
CF_9 NPD
CF_9 NPDCF_9 NPD
CF_9 NPD
 
CF_8 UNIT4 Risk Reporting & Risk Mgt
CF_8 UNIT4 Risk Reporting & Risk MgtCF_8 UNIT4 Risk Reporting & Risk Mgt
CF_8 UNIT4 Risk Reporting & Risk Mgt
 
CF_7 UNIT 3 Multiple Investments & Risk Mgt
CF_7 UNIT 3  Multiple Investments & Risk MgtCF_7 UNIT 3  Multiple Investments & Risk Mgt
CF_7 UNIT 3 Multiple Investments & Risk Mgt
 
CF_6 UNIT2 M&A
CF_6 UNIT2 M&ACF_6 UNIT2 M&A
CF_6 UNIT2 M&A
 
CF_5 UNIT2 OFFENSIVE & DEFENSIVE STRATEGIES
CF_5 UNIT2 OFFENSIVE & DEFENSIVE STRATEGIESCF_5 UNIT2 OFFENSIVE & DEFENSIVE STRATEGIES
CF_5 UNIT2 OFFENSIVE & DEFENSIVE STRATEGIES
 
CF_1 UNIT1 Agency&Corp Val
CF_1 UNIT1 Agency&Corp ValCF_1 UNIT1 Agency&Corp Val
CF_1 UNIT1 Agency&Corp Val
 
CF_4 UNIT2 CORP RESTRUCTURING_ intro
CF_4 UNIT2 CORP RESTRUCTURING_ introCF_4 UNIT2 CORP RESTRUCTURING_ intro
CF_4 UNIT2 CORP RESTRUCTURING_ intro
 
CF_3 Unit 1 CSR
CF_3 Unit 1 CSRCF_3 Unit 1 CSR
CF_3 Unit 1 CSR
 
CF_2 UNIT1 Sums corp_val_bv,adj bv,lv,dcf
CF_2 UNIT1 Sums corp_val_bv,adj bv,lv,dcfCF_2 UNIT1 Sums corp_val_bv,adj bv,lv,dcf
CF_2 UNIT1 Sums corp_val_bv,adj bv,lv,dcf
 
Google Moonshots: A Bridge Across Forever (case study)
Google Moonshots: A Bridge Across Forever (case study)Google Moonshots: A Bridge Across Forever (case study)
Google Moonshots: A Bridge Across Forever (case study)
 
GOOGLE MOONSHOTS (Technical problem with the other link, hence uploading the ...
GOOGLE MOONSHOTS (Technical problem with the other link, hence uploading the ...GOOGLE MOONSHOTS (Technical problem with the other link, hence uploading the ...
GOOGLE MOONSHOTS (Technical problem with the other link, hence uploading the ...
 

Kürzlich hochgeladen

Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 

Kürzlich hochgeladen (20)

Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 

Overview of Knowledge Management

  • 1. KNOWLEDGE MANAGEMENT TRIMESTER 6: PGDM 2011-13 By FIRDAUS KHAN Assoc. Professor (Finance & Corp. Training) ICBM-SBE, AP, India firdaus@icbm.ac.in4/30/2013
  • 2. Data Overload? Or Knowledge Revolution? • Every day, we create 2.5 quintillion bytes of data — so much that 90% of the data in the world today has been created in the last two years alone! • 1.8 zettabytes is being created & replicated this year alone. It would require 57.5 billion 32 GB iPads to store & will be worth about $34.4 trillion - equivalent to the GDP of USA, Japan, China, Germany, France, UK & Italy combined!! firdaus@icbm.ac.in
  • 4. HOW HAS THE MODERN WORK ENVIRONMENT CHANGED? firdaus@icbm.ac.in
  • 5. Traditional Work • Data oriented • Internal • Centralized • Hierarchy • Structured, deterministic • 1 position, 1 person • Fixed work station • Things • Coordination of access, integrity & control of redundancy Knowledge Work • Communication oriented • Cooperation, Coopetition, Networks • Decentralized • Network • Unstructured, ad-hoc workflows • Multiple roles per person • Mobile, virtual, multiple workstations, telecommuting • Flows • Synchronization, info sharing, search & retrieval firdaus@icbm.ac.in Criteria • Orientation • Focus • Command • Structure • Process • Role • Workspace • Location of value • Data Handling
  • 6. DIMENSIONS OF KNOWLEDGE WORK firdaus@icbm.ac.in
  • 8. Data, Information & Knowledge • Data refers to facts, which have not been structured & have not been interpreted, therefore have no meaning. • Information is relevant, structured and meaningful data. There is a sender & a receiver. It can be stored on media such as paper, computer, audio tape, etc. • Knowledge is factual information acquired through personal experience. It has a purpose & intent but is emergent & socially constructed. It exists only in people’s heads. firdaus@icbm.ac.in
  • 9. FROM DATA TO WISDOM Wisdom Knowledge Information Data firdaus@icbm.ac.in MEANING CONTEXT INSIGHT
  • 10. TYPES OF KNOWLEDGE TACIT KNOWLEDGE EXPLICIT KNOWLEDGE EMBRAINED KNOWLEDGE EMBODIED KNOWLEDGE ENCULTURED KNOWLEDGE EMBEDDED KNOWLEDGE ENCODED KNOWLEDGE firdaus@icbm.ac.in
  • 13. KM DRIVERS KM Fragmentation of Knowledge Need for Speed – Cycle Time Reduction Knowledge Attrition Globalization & Knowledge Merging Content Management E-Learning firdaus@icbm.ac.in
  • 14. KM IS INTER-DISCIPLINARY • Cognitive science • Relational and object databases, • Expert systems, Artificial Intelligence, • Computer-supported collaborative work (groupware), object-oriented information modeling • Library and information science • Technical writing, Document management • Decision support systems, Simulation • Semantic networks • Organizational science, performance support systems • Electronic publishing technology, hypertext, internet firdaus@icbm.ac.in
  • 15. KNOWLEDGE MANAGEMENT • Knowledge Management can be defined as a systematic process that creates, captures, shares, and analyzes knowledge in ways that directly improve organizational performance. • It comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable the adoption of insights and experiences. • It is the ability to get the right information to the right people at the right time, and in the right place, so that an organization can be operated smoothly and efficiently. firdaus@icbm.ac.in
  • 16. COMPONENTS OF KM CYCLE firdaus@icbm.ac.in
  • 18. KM LIFE CYCLE • Knowledge is acquired or captured using intranets, extranets, groupware, web conferencing, and document management systems. • An organizational memory is formed by refining, organizing, and storing knowledge using structured repositories such as data warehouses. • Knowledge is distributed through education, training programs, automated knowledge based systems, expert networks. • Knowledge is applied or leveraged for further learning and innovation via mining of the organizational memory and the application of expert systems such as decision support systems. firdaus@icbm.ac.in
  • 19. TOOLS USED IN EACH PHASE OF KM firdaus@icbm.ac.in
  • 20. OUTCOMES OF KM • Foster innovation and organizational learning by encouraging the free flow of ideas • Improve decision making • Improve customer service by streamlining response time • Boost revenues by getting products and services to market faster • Enhance employee retention rates by recognizing the value of employees' knowledge and rewarding them for it • Streamline operations and reduce costs by eliminating redundant or unnecessary processes firdaus@icbm.ac.in
  • 21. OUTCOMES OF KM (contd.) • Achieving shorter new product development cycles • Leveraging the expertise of people across the organization • Increasing network connectivity between internal and external individuals • Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work • Managing intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals) firdaus@icbm.ac.in
  • 22. KM IN PRACTICE • Large revenue gains & efficiency improvements have been recorded by many major companies. • Ford Motor Company accelerated its concept- to-production time from 36 months to 24 months. • Dow Chemical Company saved $40 million a year in the re-use of patents. • Chase Manhattan Bank used CRM KM initiatives to increase its annual revenue by 15% • Pfizer credits KM practices for discovering the hidden benefits of the Viagra drug. firdaus@icbm.ac.in
  • 24. “An organization’s capacity to improve existing skills and learn new ones is the most defensible competitive advantage of all.” - C.K. Prahlad firdaus@icbm.ac.in
  • 26. KNOWLEDGE STRATEGY firdaus@icbm.ac.in A Knowledge Strategy refers to the planned balancing of an organization’s knowledge resources & capabilities with the knowledge required for providing products and services superior to those of its competitors. – (Zack 1999b,131)
  • 27. WHAT STRATEGIC OPTIONS DOES A FIRM HAVE IN TERMS OF A KNOWLEDGE STRATEGY? firdaus@icbm.ac.in
  • 28. Key Aspects of a Knowledge Strategy • Which business areas should be the focus? • Which type of knowledge should be captured? • Who is the target group? • Which business process will the knowledge strategy be applied to? • Will the orientation be more human or technological? firdaus@icbm.ac.in
  • 29. KM Strategy Focusing On Key Business Areas Improve organization- wide handling of knowledge CRM R & D Value Chain Mgt. Geographical Expansion Post Merger Integration Virtual Organization firdaus@icbm.ac.in
  • 30. KM Strategy Based on Type of Knowledge Degree of Increase in Knowledge: Primary Source of Knowledge Speed of Learning Knowledge Base Type of Knowledge to Focus on Orientation • Exploitation • Exploration • Internal • External • Fast • Slow • Broad • Narrow • Tacit • Explicit • Human • Technological firdaus@icbm.ac.in
  • 31. KM Strategy Based On Target Group Employee Rank Employee Manager Executive Employee Life Cycle New recruits Retirees “To-be- Promoted” Types Organizational Scope Core Group Organization Organization & Partners Unlimited firdaus@icbm.ac.in
  • 32. KM Strategy Based on Business Process Which business process to target? Simple vs. Highly Complex Processes Mgt. vs. Core vs. Service Processes One process vs. Few vs. All processes firdaus@icbm.ac.in
  • 34. firdaus@icbm.ac.in EMPIRICAL ASPECTS - Strategic KM Initiatives Undertaken by Organizations
  • 35. firdaus@icbm.ac.in • Expert Directories • Skill Databases • Yellow Pages based on Knowledge Areas Map Sources of Internal Expertise • Separate Unit headed by CKO • Roles for Knowledge related tasks • (K. Broker/Engineer, Subject Matter Expert) Establish New Knowledge Roles • Greater number of mobile workers • Disrupted social connections in a work community Create a Virtual Work Environment • People working on same problem areas • People having complementary knowledge Create Networks of Knowledge Workers • Balancing Push & Pull of Knowledge • Connect seekers & providers of Knowledge Support knowledge Flows In an Organization
  • 36. firdaus@icbm.ac.in • Making Knowledge available at points of action • Spread the good word to as many in the network Transfer of Knowledge & Best Practices • Pull approach, not push. No micro-managing • Each responsible for renewing & sharing own knowledge assets Personal Responsibility for Knowledge • Capture knowledge about customers • Provide customer-centric solutions, increase customer loyalty Customer Focused Knowledge • Basic & Applied R&D • Employee Motivation & Insights for Innovation Innovation & Knowledge Creation • Enterprise level management of patents, technology, practices, etc • Valuating, safekeeping, marketing of K. assets Intellectual Asset Management Strategy
  • 37. OPERATIONAL RISKS IN A KNOWLEDGE STR. DEPENDENCY LIMITED QUALITY INSUFFICIENT KNOWLEDGE TRANSFER LOSS OF KNOWLEDGE ASSETS KNOWLEDGE RISKS firdaus@icbm.ac.in
  • 38. Barriers to a Knowledge Strategy • Lack of motivation, ignorance or skilled incompetence of knowledge provider • Lack of motivation or insufficient learning/retentive capacity or role – constrained learning by knowledge seeker • Insufficient context or ambiguity of causality of transferred knowledge • Infrastructural and cultural inadequacies or hindrances firdaus@icbm.ac.in
  • 39. Factors Essential for the Success of a Knowledge Strategy • Holistic, integrated & standardized approach • Knowledge Oriented Culture • Management support • Clear economic benefits • Exact vision & language • Effective aids for motivation • Appropriate process orientation • ICT & organizational infrastructure • Stable knowledge structures • Continuous participation of employees firdaus@icbm.ac.in
  • 40. “Knowledge has to be improved, challenged, and increased constantly, or it vanishes.” – Peter Drucker firdaus@icbm.ac.in
  • 41. Sources • http://www.unc.edu/~sunnyliu/inls258/Introd uction_to_Knowledge_Management.html • Knowledge Management Systems - Ronald Maier (3rd Edition, Springer) • Mashable.com firdaus@icbm.ac.in