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Knowledge Management and Learning Organizations

Knowledge management Trends in knowledge management forms of knowledge Intellectual Capital Challenges and Critical Success Factors. Using knowledge does not consume it but it does get obsolete. Transferring knowledge does not lose it but market mechanisms allow ownership. Producing knowledge resists organization. Much of it walks out the door at the end of the day.

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87 views

Knowledge Management and Learning Organizations

Knowledge management Trends in knowledge management forms of knowledge Intellectual Capital Challenges and Critical Success Factors. Using knowledge does not consume it but it does get obsolete. Transferring knowledge does not lose it but market mechanisms allow ownership. Producing knowledge resists organization. Much of it walks out the door at the end of the day.

Uploaded by

datsabbath
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Knowledge Management

and
Learning Organizations

Superfactory Excellence Program™


www.superfactory.com

© 2004 Superfactory™. All Rights Reserved. 1


Outline

1. Why the Interest?


2. Knowledge Management
• Trends in Knowledge Management
• Forms of Knowledge
• Intellectual Capital
• Challenges & Critical Success Factors
3. Learning Organizations
1. Team Learning & Personal Mastery

© 2004 Superfactory™. All Rights Reserved. 2


Knowledge Management

Some Definitions
 Policies, procedures and technologies employed for
operating a continuously updated linked pair of networked
databases. (Anthes)
 Bringing tacit knowledge to the surface, consolidating it in
forms by which it is more widely accessible, and promoting
its continuing creation. (Birket)
 Process of capturing, distributing and effectively using
knowledge. (Davenport)
 Knowledge management is the process of capturing a
company s collective expertise wherever it resides-in
databases, on paper, or in people s head-and distributing it
to wherever it can help produce the biggest payoff.
Knowledge management is getting the right knowledge to
the right person at the right time .(Info Week 10/20/97)

© 2004 Superfactory™. All Rights Reserved. 3


Paradoxes of Knowledge
 Using knowledge does not consume it but it does get
obsolete.

 Transferring knowledge does not lose it but market


mechanisms allow ownership.

 Knowledge is abundant, but the ability to use it is


scarce.

 Producing knowledge resists organization.

 Much of it walks out the door at the end of the day.

© 2004 Superfactory™. All Rights Reserved. 4


KM vs Information Management

 One expert calls idea that “knowledge management is


about managing knowledge, while information management
is about managing information” a “myth”
 She says knowledge and information are the same “stuff”
but that “[IM] focuses on finding the stuff and moving it
around, while the [KM] is also concerned about how people
create and use the stuff.
 Also “knowledge management deals with a far broader
range of approaches to communicating and using both
knowledge and information.
Source: Ruth Williams (PWC consultant) on CIO.com, 18 October 1999

© 2004 Superfactory™. All Rights Reserved. 5


Problems with Implementation

 In too many instances, knowledge management initiatives


start in the information technology department ultimately
focusing on the IT infrastructure, and what the IT people
deem important. As a result many of these efforts focus on
information rather than knowledge.
 It is difficult to evaluate learning or to place a value on
intangibles such as knowledge, especially tacit knowledge.
Some types of knowledge take years to digest so that the
benefits of learning may not appear until some time in the
future.

© 2004 Superfactory™. All Rights Reserved. 6


The Knowledge Value Chain
We must recognise that there is a value chain for
“Knowledge” in just the same way that Michael Porter
(1985) proposed that business functions be organised in
terms of the value added to customers.

Integration Preservation Transmission Application Creation

 Within the value chain, business processes and KM processes


interweave and at the touch points, create the “Points of
Confluence” that require integration of KM practices

It can be argued that part of the societal role of a university


is to nurture and protect this value chain

© 2004 Superfactory™. All Rights Reserved. 7


Shared Vision

 The practice of shared vision involves the skills of


unearthing shared pictures of the future that foster genuine
commitment and enrollment rather than compliance.
 The single thread that runs through all success stories is
the involvement of large numbers of individuals in
identifying the vision. How the words get written are just as
important as what get written..
 All must understand, share in and contribute to the
organization s vision, or that vision will not become a
reality.
 It is not truly a vision until it connects with the personal
vision of the people throughout the organization--a by
product of interactions of personal visions.

© 2004 Superfactory™. All Rights Reserved. 8

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