Knowledge as an asset has not lost momentum, in fact organizations still need proper KM tools and methods in order to reduce the risk of knowledge loss, improve collaboration, standardize best practices and so on. Problem begins when we try to solve this issues with a KM vision that was meant for a 90s-type business and not for today’s exponential organizations This presentation showcases a proven method for KM for modern organizations developed by Wakiy, a knowledge management consultancy firm based in Lima, Perú.

2. Meet Oscar.
Oscar is CEO of a leading IT
firm.
Things were going well
But one day….

3. Oscar began to take notice of a
few problems.

4. “In the company we reinvent the wheel far too many times. Our experience is not
properly registered and every project means starting from scratch”
“Ever since Javier left the company we cannot properly move forward with the
product design. He took critical knowledge with him and we are losing time trying to
figure out how things are done”
“Teams and work units function like islands. Everyone invents their own code and
processes. Valuable time is lost when we should already be selling our next product
to the client”

5. Situations like this translate into:
Time loss
(productivity)
=
Less quality
(satisfaction)
Reduced margins
(profits)
=

6. Oscar began to explore for possible
solutions and found a phrase that made
him think:

7. “If only HP knew what HP knows, we would be three times more productive”.
Lew Platt (former HP president)

8. Oscar became conscious of other issues:
“We don´t really what knowledge drives value for the company”
“We don´t have a proper system to help us enable collaboration and best practice
transfer”
“Our information systems are not properly utilized. They resemble an information
cementery ”
“Not everyone is motivated to share their knowledge with the rest”

9. “Oscar didn´t understand why. Last year the company had invested a
considerable amount of money in developing a collaboration system with
social media tools”

10. “Technology alone is not enough. There are
other things we need to work on…"
“We need to influence culture, define
work procedures and figure out what
knowledge really drives values for us”
Oscar kept thinking and arrived at the
following conclusion:

11. ¿Will Oscar find a solution?

12. Oscar was advised to implement knowledge management.

13. ¿Knowledge Management?
That won´t work. You have too wait a long
time to see results.
Besides, it´s too complicated and hard to
understand. Its just not meant for today´s
agile business world.

14. ¿Is Oscar right?

15. No.
Oscar refers to old knowledge management.
The knowledge management models that have been implemented in
the last years respond to a business context that ressembles work in the
90s.

16. Today there is a new way of implementing knowledge management
that responds to the current speed, complexity and size of modern
firms.
It´s primary focus is to generate results in the short term, focusing on
critical business issues that need to be attended whilst utilizing only the
necessary resources

17. ¿That means I won´t have to
deploy knowledge
management for all the
organization?

18. No. You no longer need to manage ALL of
your company´s knowledge

19. And you also don´t need to implement all of knowledge managements tools and practices:

20. And even if you just focus on identifying all the critical knowledge of the company, capture best
practices from teams and conduct collaboration workshops or peer assists programs,
This will continue to happen…

21. The new focus of knowledge
management is to become a pit stop
for business:
-Solves problems and facilitates
knowledge related business
opportunities.
-Every pit stop represents a new
challenge or opportinutiy to improve
business performance.

22. Identification and
approval of
business
problem
Diagnostic
Strategy and tool
selection
Define course of
action and KPIs
Implementation Results
The 6 step pit stop

23. Month 1- 3
Pit Stop 1
Pit Stop 2
Many pit stops can be implemented at one time or
sequentially
(*)Time may vary according to the reach of the pit
stop
Pit Stop 3
Month 3-6
Month 6-12
Pit Stop 4
Month 3-12

24. Example of a pit stop in action

25. •Activities that help eliminate early
barriers
•Identification and development of the
components catalogue (online)
•Identification of strategic knowledge
and experts (action plan included)
Identification of
business problem
7/02
Design
BUSINESS
IMPACT0 5/05
60 days
•Deployment of the components
portal in selected projects
•Developments of standards and
guides for coding; QA role activation
and process
DIAGNOSTIC
ANALISIS
Phase 1 implementation
•Root cause analisis
•Route to action, risks and costs
•Strategy (selecction of tools and taks)
Knowledge Management
RESULTSIMPLEMENTATION
•Average 5.5 days savings per project
(9/16 projects accessed the portal).
Projects that did not use the portal did
not report any improvements.
•In one specific project, 65% of the
development period was saved due to
component reuse. As the project
concluded before schedule, the client
commissiones new requirements worth
over USD 55K.
•Components are not used in other
proyects.
•Additional development hours are
taken and some projects lose upto
6 days-
•In some cases, resusable
componentes are lost since they
are not properly managed.
•Experience gap between team
members leads to different time to
market periods and products with
varying quality.
Phase 2 implementation
(*) pit stop implemented in an IT firm (software
factory)

26. Key elements of the pit stop

27. Fuente: Wakiy - The knowledge management company
The diagnostic, “Knowledge Maturity Index” is a comprehensive measure that evaluates 9
elements in the organization that guarantee the succesful development of knowledge
management.
Capacity to develop, recognize, reuse
and share the strategic knowledge of
the organization (KMI)
A questionnaire is deployed with
the questions that will allow us to
obtain the KMI score.
The organization demonstrates responsability and
leadership in terms of knowledge building; it´s services
and strategy demonstrate the correct and efficient use of
organizational knowledge as a gear for improvement.
(ORGANIZATION)
The organization promotes a work environment where
strategic knowledge development, use and capture is
promoted. (PEOPLE & SUPPORT)
Client recognizes our capacity to
incorporate and develop the necesarry
knowledge and as a results of this, better
products and time to market is obtained.
(CLIENT)
01Direction
Control
Responsability
Culture
Capacity/
Instruments
Continuous
improvement
Processes
Client
Valorization
KMI
Use of information
assets
Collaboration
Based on results, actions are identified and deployed during the early stages of the pit stop.

28. The knowledge matrix“K-Matrix ©” allows you to identify the strategic knowledge of a
business unit, area, team or organization.
K-INDEX (What is the
value of the knowledge for
business?
Area/project where it is used
Recuperation
period
Institucionalization
x
Area 1 Area 2 Area 3 Area 4
Description
Shows where knowledge is applied in
the organization.
x
Process Templates
Loss Risk
Business
Impact
x
¿Who has it?
x
Role-profile Person
Allows you to identify “Who
knows what” and what job
profiles have relation with the
identified knowledge.
Shows if the knowledge is available in the organization in the form
of processes, templates, manuals, etc
Shows the impact of knowledge on business.
According to the answers, the matrix
automatically delivers a score which will allow
us to prioritize the strategic knowledge.
Recuperation period: Hours required to
develop knowledge if it is no longer in the
organization
Loss Risk: ¿What is the current risk of losing
that knowledge?
Business impact: What would be the
consequences for business in case we lost that
knowledge?
78 Very
critical
CriticalNonce Marginal
Based on the results, actions are taken in the early stages of
the pit stop.

29. Finally, based on the requirements we only implement the tools and strategies that are really
needed.

30. With this methodology, Oscar found an easy
and effective way to develop knowledge
management.

31. Results that translate into:
Improved time to market
(productivity)
=
Improved margins
(profits)
=
Improved quality
(client satisfaction)

32. We want Oscar´s success
To be yours as well.

33. For further details and information please contact:
José Carlos Tenorio Favero
josecarlos@wakiy.pe
(+51) 993 752 665