A vision on knowledge management
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The document discusses several myths about knowledge management and provides a vision for effective knowledge management. It argues that knowledge management is not about structures and procedures or individual tasks, but about identifying, initiating, stimulating and managing knowledge processes. These knowledge processes include knowledge development, application, sharing, and transfer. The document presents a model for assessing the maturity of knowledge processes and provides examples of how optimized knowledge processes can provide benefits to organizations.
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A vision on knowledge management
- 1. A vision on knowledge management “it’s all about knowledge processes” Mark Geljon
- 2. Myths about Knowledge Management #1. KM is all about structures and procedures
- 3. Myths about Knowledge Management #2. KM is an individual task
- 4. Myths about Knowledge Management #3. KM prevents people from making mistakes
- 5. Vision Myths about Knowledge Management #4. Buying a robust powerful tool will fix it
- 6. Myths about Knowledge Management #5. If we measure, we know…
- 7. Myths about Knowledge Management #6. Someone else will take you there
- 8. Knowledge cannot be managed… … but processes can!
- 9. Identify, initiate, stimulate, manage and report on Knowledge Processes
- 10. Knowing what knowledge is available Knowledge processes Knowledge development Knowledge application Knowledge storing Knowledge transfer (to external) Knowledge exploitation Knowledge acquisition (from external) Knowledge combination + = Knowledge sharing Elements from: De Groot (2003): Kennis in uitvoering
- 11. Learning Innovating Improving Connecting stimulates stimulates results in and speeds up Processes from: De Groot (2007): Procesmanagement in kennisintensieve organisaties The Learning Organization
- 13. ROI of knowledge management © 2010 GriDD Consultancy B.V. Source: European Committee for Standardization (CEN) 2004: CWA 14924-4
- 14. Statements in the field © 2010 GriDD Consultancy B.V. “ We are better able to find the experts in specific areas” “ By capitalizing more on KM, our group has been able to acquire larger projects” “ During tenders, we can estimate costs with more confidence” “ By exchanging knowledge, we find cool new services to offer” “ Transfer of knowledge: learning from our clients” “ Transfer of knowledge: teaching our clients” “ We have better insight in our joint ambitions” “ We can add more value to customers with our apprentice concept, positioning seniors more as experts” “ A KM approach is something our clients explicitly demand, to transfer the knowledge we provide”
Hinweis der Redaktion
- social media > persoonlijk en in mijn werk
- Succesful KM is about connecting vision and day-to-day activities. Structures and procedures are important, but in the end it is about people and their work, in their workplace with their objectives for this moment. KM isn’t about tomorrow, but about today.
- KM often is labelled as something people should do because they are professionals. Individuals should of course have a minimum level of managing their knowledge, but the real benefits lay in the exchanging, creating and enhancing of knowledge together
- KM is often positioned as something that can be managed as a project. Institutionalized and implemented, the world will be a better place. But in practice, we see that in the end, it is all about people and their own contexts, limitations and ambitions. Focussing only on top down structures is ‘dangerous’
- KM may well be focussing on tooling. Often tooling is the easy part, it should be integrally part of organizational and conceptual improvements at the same time.
- KM can be institutionalized as hard KPI driven process, where measurement of indivual tasks and performance are driving the activities. But the more interesting question is: how are people motivated, and what facilites synergetic and …
- Letting others (like me ;o) help you set direction and take the first steps is fine, but in the end everybody should take his own responsibility of direction, vision and implementation.